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Innotac innovation tactics tom peters innotac 0621 06

InnoTac/Innovation TacticsTom Peters/InnoTac.0621.06


Premises i

Premises I


Innotac innovation tactics tom peters innotac 0621 06

“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/09.17.04)


Innotac innovation tactics tom peters innotac 0621 06

“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market


Innotac innovation tactics tom peters innotac 0621 06

“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics


More than 1 r d spending last 25 years

More than $$$$#1R&D spending, last 25 years?


Innotac innovation tactics tom peters innotac 0621 06

GM


Innotac innovation tactics tom peters innotac 0621 06

“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The answer seems obvious:Buy a very large one and just wait.”—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics


Premises ii

Premises II


Innotac innovation tactics tom peters innotac 0621 06

What “We” Know “For Sure” About InnovationBig mergers [by & large] don’t workScale is over-ratedStrategic planning is the last refuge of scoundrelsFocus groups are counter-productive“Built to last” is a chimera (stupid)Success kills“Forgetting” is impossibleRe-imagine is a charming idea“Orderly innovation process” is an oxymoronic phrase (= Believed only by morons with ox-like brains)“Tipping points” are easy to identify … long after they will do you any good“Facts” aren’tAll information making it to the top is filtered to the point of danger and hilarity“Success stories” are the illusions of egomaniacs (and “gurus”)If you believe the memoirs of CEOs you should be institutionalized“Herd behavior” (XYZ is “hot”) is ubiquitous … and amusing“Top teams” are “Dittoheads”CEOs have little effect on performance“Expert” prediction is rarely better than rolling the dice


Try it

Try It


Innotac innovation tactics tom peters innotac 0621 06

“This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells.You may think you’re finding it when you’re drawing maps and

studying logs, but you have to drill.”

Source: The Hunters, by John Masters,

Canadian O & G wildcatter (80%)


Innotac innovation tactics tom peters innotac 0621 06

“While many people big oil finds with big companies, over the years about 80 percent of the oil found in the United States has been brought in by wildcatters such as Mr Findley, says Larry Nation, spokesman for the American Association of Petroleum Geologists.”—WSJ, “Wildcat Producer Sparks Oil Boom in Montana,” 0405.2006


Innotac innovation tactics tom peters innotac 0621 06

“We made mistakes. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today: While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version No. 5. By the time our rivals are ready with wires and screws, we are on version No. 10.It gets back to planning versus acting: We

act from day one; others plan how to plan—for months.”

—Bloomberg by Bloomberg


The secret of fast progress is inefficienc y fast and furious and numerous failures kevin kelly

“The secret of fast progress is inefficiency, fast and furious and numerous failures.”—Kevin Kelly


Innotac innovation tactics tom peters innotac 0621 06

Culture of Prototyping“Effective prototyping may be the most valuable core competence an innovative organization can hope to have.”Michael Schrage


Think about it innovation reaction to the prototype michael schrage

Think about It!?Innovation = Reaction to the PrototypeMichael Schrage


We are in a brawl with no rules paul allaire

“We are in a brawl with no rules.”—Paul Allaire


S a v

S.A.V.


S crew a round v igorously

Screw Around Vigorously


Screw it up

Screw It Up


Fail faster succeed sooner david kelley ideo

“Fail faster. Succeed sooner.”David Kelley/IDEO


Fail forward fast high tech exec pa

Fail. Forward. Fast.–High-tech Exec/PA


Fail fail again fail better samuel beckett

“FAIL, FAIL AGAIN. FAIL BETTER.”—Samuel Beckett


Reward excellent failures punish mediocre successes phil daniels sydney exec

“Rewardexcellent failures. Punishmediocre successes.”Phil Daniels, Sydney exec


Read this richard farson ralph keyes whoever makes the most mistakes wins the paradox of innovation

Read This!Richard Farson & Ralph Keyes:Whoever Makes the Most Mistakes Wins: The Paradox of Innovation


Sam s secret 1

Sam’s Secret #1!


Innotac innovation tactics tom peters innotac 0621 06

“Tom, very simple. Sam was not afraid to fail.”—David Glass to TP, on the occasion of Sam’s induction into The Sales & Marketing Hall of Fame


Plan b

Plan B


Innotac innovation tactics tom peters innotac 0621 06

"I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly.”—Andy Grove


Innotac innovation tactics tom peters innotac 0621 06

“The most successful people are those who are good at plan B.”—James Yorke, mathematician, on chaos theory in The New Scientist


Parallel universe

Parallel Universe


Build a school on top of a school the parallel universe strategy

Build a “School on top of a school” (The Parallel Universe Strategy)


Innotac innovation tactics tom peters innotac 0621 06

B.School Innovation Strategies: Exec Ed/Continuing Ed (fewer restraints). Web (fewer restraints). “Parallel Universe” approach (JKC/Bob S)! Recruit “weird” (in places you can get away with it—eg, students, continuing ed faculty lesser admin jobs)!Message: LOOK FOR/EXPLOIT THE “WEAK” (Unregulated) SPOTS!


Innotac innovation tactics tom peters innotac 0621 06

JKC


Jkc smith 1 scour for renegades wine dine 2 go outside for funds

JKC/Smith1. Scour for renegades; wine & dine.2. Go outside for funds.


Innotac innovation tactics tom peters innotac 0621 06

Change? Ha! Try: End Run! Build Your Own! Period!“We’re never going to persuade the conservatives to accept [our view]. We need to build our own institutions.”—anon.


Parallel universe venture fund

Parallel Universe/Venture Fund


Venture fund e g gerstner amex dow marriott grove intel bedbury starbucks

“Venture” fund(E.g. Gerstner/Amex, Dow/Marriott, Grove/Intel, Bedbury/Starbucks)


2 50 scott bedbury starbucks 1 4 of 400 grabbed best all wanted to be there 2 50

2/50**Scott Bedbury/Starbucks/<1%/<4 of 400/ grabbed best/all wanted to be there/2%-50%


Innotac innovation tactics tom peters innotac 0621 06

Shell“Game Changer”10% of technical budget “set aside and used to fund promising but nontraditional ideas through a staged funding process similar to that used by venture capitalists” Source: Financial Times/08.2003


We are what we eat

We Are What We Eat


We become who we hang out with

We become who we hang out with!


Innotac innovation tactics tom peters innotac 0621 06

Measure “Strangeness”/Portfolio QualityStaffConsultantsVendorsOut-sourcing Partners (#, Quality)Innovation Alliance PartnersCustomersCompetitors (who we “benchmark” against)Strategic Initiatives Product Portfolio (LineEx v. Leap)IS/IT ProjectsHQ LocationLunch MatesLanguageBoard


Requirement discomfort

Requirement: Discomfort


I m not comfortable unless i m uncomfortable jay chiat

“I’m not comfortable unless I’m uncomfortable.”—Jay Chiat


Find em

Find ’em


Innotac innovation tactics tom peters innotac 0621 06

“Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them.”—Bob Stone (Mr ReGo)


Innotac innovation tactics tom peters innotac 0621 06

“Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.” —Richard Tanner Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR


Sing them

Sing Them


Demos heroes stories

Demos! Heroes! Stories!


Innotac innovation tactics tom peters innotac 0621 06

REAL Org Change:Demos & Models (“Model Installations,” “ReGo Labs”)/ Heroes(mostly extant: “burned to reinvent gov’t”)/ Stories&Storytellers (Props!)/ Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/ Cheerleaders&Recognition(Pos>>Neg, Volume)/ New Language (Hot/Emotional/WOW)/ Seekers(networking mania)/ Protectors/ Support Groups/ End Runs—“Pull Strategy” (weird alliances, weird customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus(3 COs) (long way away)/Speed (O.O.D.A. Loops—act before the “bad guys” can react)C.f., Bob Stone, Lessons from an Uncivil Servant


Innotac innovation tactics tom peters innotac 0621 06

Stories … Paint me a picture … Story “infrastructure” … Demos … Quick prototypes … Experiments … Heroes … Renegades … Skunkworks … Demo Funds … V.C. … G.M. … Roster … Portfolio … Stone’s Rules … JKC’s Rules


Innotac innovation tactics tom peters innotac 0621 06

“My mission is that of a mole—my existence only to be known by upheavals.”—Jan Morris, Fisher’s Face, Or, Getting to Know the Admiral


Org structure

Org Structure


Innotac innovation tactics tom peters innotac 0621 06

Core Mechanism:“Game-changing Solutions”PSF(Professional Service Firm “model”/The Organizing Principle)+Brand You(“Distinct” or “Extinct”/The Talent) +Wow! Projects (“Different” vs “Better”/The Work)


Band of brothers sisters

Band of Brothers (& Sisters!)


Innotac innovation tactics tom peters innotac 0621 06

“Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.”—Margaret Mead


Hard is soft soft is hard

Hard is soft.Soft is hard.


First level scientific success the smartest guy in the room wins or

First-level Scientific SuccessThe smartest guy in the room wins”Or …


Innotac innovation tactics tom peters innotac 0621 06

First-level Scientific SuccessFanaticismPersistence-Dogged TenacityPatience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)PassionEnergyRelentlessness (Grant-ian) EnthusiasmDriven (nuts!) (Brutal?) CompetitivenessEntrepreneurialPragmatic (R.F!A.)Scrounge (“gets” the logistics-infrastructure bit)Master of Politics (internal-external)Tactical GeniusPursuit of (Oceanic) Excellence!High EQ/Skillful in Attracting + Keeping Talent/MagneticProlific (“ground up more pig brains”)EgocentricSense of History-DestinyFuturistic-In the MomentMono-dimensional (“Work-life balance”? Ha!)Exceptionally IntelligentExceptionally Clever (methodological shortcuts/methodological genius)Luck


Hard is soft soft is hard1

Hard is soft.Soft is hard.


Most important he u pp ed the ener gy level at motorola fortune on ed zander 08 05

“Most important, heuppedthe energy levelat Motorola.”—Fortune on Ed Zander/08.05


Innotac innovation tactics tom peters innotac 0621 06

4/40


Innotac innovation tactics tom peters innotac 0621 06

4/40


De cent ral iz a tion

De-cent-ral-iz-a-tion!


Ex e cu tion

Ex-e-cu-tion!


Ac count a bil ity

Ac-count-a-bil-ity!


6 15a m

6:15A.M.


Inno64 innovation strategies tactics

Inno64: Innovation Strategies & Tactics


Innotac innovation tactics tom peters innotac 0621 06

Parallel universe/Exec Ed v res MBA

End run regnant powers/JKC

Find done deals-practicing mavericks/Stone-ReGo

Bell curves2016 in 2006

Non-industry benchmarking

Everything = Portfolio

V.C.s all!

Hot language/Wow-Astonish me-Insanely great-immortal-Make something great

Lead customers/PW-Embraer

Lead suppliers /Top decile R&D

Weird alliances

Mottos/Paul Arden (“Whatever You Think Think the Opposite”)

Hire freaks/Enough weird people?

Weird Boards!!!


Innotac innovation tactics tom peters innotac 0621 06

CEO track record of Innovation (nobody starts at 45!)

System/GE-Immelt

“Strategic thrust overlay”

Calendar

Big Delta easier than Small

MBWA with freaks-weirdos/JKC

MBWA/Boonies’ labs

V.C.-formal/Intel

Acquire weird

Children’s crusade

Old farts crusade

Go Global at any size

Stop listening to customers

Talent!/Unusual sources-Hire innovators-V.C.s

Eschew giant mergers


Innotac innovation tactics tom peters innotac 0621 06

Remember: scale economies max out early

Assisted suicide! (“Built to last” = Chimera-snare-delusion)

Burn your press clippings

“Forgetting” “strategy”

Fire all strategic planners

Tempo!

Final product bears little relation to starting notion

Design! Design! Design! (“culture,” not program)

All innovation: Pissed-off people

Gut feel rules!

Focus groups suck

Weird focus groups okay

Be-Do philosophy


Innotac innovation tactics tom peters innotac 0621 06

Celebrations

Culture-little as well as big Inno (“everyone-an-innovator”)

Life = Wow Projects

Acknowledge messiness-pursue serendipity (Blitzkrieg-Containers-Science-Jim Utterback)

R.F.A.

Culture of execution

4/40: decentralization, execution, accountability, 615AM

EVP (S.O.U.B.)/Systems-process “un-design”

Diversity for diversity’s sake

Women-Women-Women/customers (they “are the market,” not a “segment”)-leaders

Boomers-Geezers (“all the money”)


Innotac innovation tactics tom peters innotac 0621 06

CRO (Chief Revenue Officer) “culture”/top-line obsessed

CIO (Chief INNOVATION Officer)

Laughter

Facility-space configuration

Experiments-prototypes

“Reward excellent failures. Punish mediocre successes.”

Bizarrely high incentives (& penalties)

We are what we eat/We are who we hang out with (E.g.: Staff-Consultants-Vendors-Out-sourcing Partners/#, Quality-Innovation Alliance Partners-Customers-Competitors/who we “benchmark” against -Strategic Initiatives -Product Portfolio/LineEx v. Leap-IS/IT Projects-HQ Location-Lunch Mates-Language-Board)


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