Leading Blog






08.22.19

Building Company Culture: Alignment Leadership

Building Company Culture

YOU PROBABLY HEAR the word culture a lot, but what does it mean? We’ll discuss it here but I can definitively tell you this: Without a strong company culture, you can’t create a fulfilling environment for your employees.

In fact, the whole idea of culture is a moving target. Yes, it’s widely discussed, but somewhere between the discussion and the implementation something happens. Oftentimes that something is the watering down of the whole idea in the first place and casting it off as a soft science that doesn’t really impact the bottom line.

Nothing could be further from the truth.

What Is Culture?

So, let’s begin at the beginning. What is culture? My definition of culture is the sum of a group of people’s beliefs, traditions, preferences, experiences, and hopes. Any time you put people together, a culture is created. Whether or not you agree with the traits of each person’s worldview—their beliefs, traditions, preferences, experiences, or hopes—that worldview exists. Every person has their own unique worldview, and the way they see the world combines with others to create the culture of that group.

The individual traits of a person affect how they view the world and interact with others. For example, the word “trust” means one thing to one person and something different to another person, based on their experiences. The various meanings of trust within a group define their culture around that word. Imagine if a group of ten people working together had vastly different impressions of trust. What kind of culture would that create? Somebody has to clearly define it so that everyone knows what the end game is and how to achieve it.

And take note that this is just one word and one idea that can be misconstrued. How many others are there that we assume there is agreement on?

Don’t assume. Define. Create a common language and an agreed upon taxonomy that there is no doubt about.

Get this right and your organization wins.

Misconceptions about Culture

Culture cannot be developed by simply creating environments where people congregate together. You’ve been at those events, right? Sometimes it’s a movie night or a day out on a boat or a team building exercise. These are usually great fun and they give us a chance to get to know each other away from the office.

But, truthfully, this is just one step in creating a defined company culture. In my journey of leadership, this is a concept I fell prey to early on. In an effort to improve employee engagement, I created happy hours, pizza Fridays, and a party planning committee. What I didn’t realize was that without the initial investment in people before creating these events that fostered community, the experience would be a shallow attempt at culture. Alignment Leadership requires an intimate pursuit of employees, and this pursuit will never happen at a happy hour or a five-minute interaction while sharing a slice of pepperoni.

As I began to develop this theory of Alignment Leadership, I realized the real win was much deeper—employee fulfillment. A happy hour can actually be an icebreaker to introduce someone into a community and build a deeper relationship. We go into these opportunities with the intention to further discover our employees, which leads to alignment. You want to develop a culture where you’re able to authentically allow your employees to be known, heard, and valued.

Where to Start

Creating a culture starts with conversations between you and your people to clearly define the culture you have—and the one you want to build together. You need to have conversations that clarify the culture of your team, the culture of your department, and the culture of the company. This needs to be perfectly understood both from the leader’s perspective and the employees’ perspective.

Creating a culture won’t happen overnight. People’s worldviews are deeply rooted in who they are, and combining them into a culture that works for everyone will require people to make changes. It may take several years, but if you put in the effort to lead your team and work together, you can develop an authentic, meaningful company culture.

* * *

Leading Forum
Chris Meroff has spent more than 25 years supporting leaders in education at both the campus and district levels and is the author of Align: Four Simple Steps for Leaders to Create Employee Fulfillment Through Alignment Leadership. Through his work in 17 states and across thousands of school districts, he’s seen firsthand the frustration administrators feel when their efforts don’t produce the alignment they desire. He’s made a career of testing new leadership ideas to see what works—and what doesn’t—in service-oriented leadership. His business, Alignment Leadership Consulting, exists to teach leaders how they can boldly pursue a workplace culture that prioritizes employee fulfillment. You can learn more at AlignLeadThrive.com

* * *

Like us on Instagram and Facebook for additional leadership and personal development ideas.

 

Explore More

Culture Engine All In



Posted by Michael McKinney at 09:44 PM
| Comments (0) | Find more on this topic in Human Resources

08.20.19

Find Your Ideal Job and Build Your Dream Business

Build Your Dream Business

IS IT POSSIBLE to have your cake and eat it too? If there was a way to find your ideal job and build your dream business, would you consider both? Most people see this dichotomy and feel that they need to choose one dream over the other. The reality is that you can have both dreams so long as each doesn’t harm the other and enhances your lifestyle.

Having worked with more than 10,000 entrepreneurs, innovators, inventors, hobbyists and side hustlers, they often struggle with when it is appropriate to leap from the job environment into the entrepreneurship maze. The presumption is that one has to sacrifice entrepreneurial dreams in order to be successful at a specific career choice. The truth is that you can have both and I strongly encourage aspiring employee-preneurs to review the following five reasons to consider maintaining your job in the first few years of building your business.

1. Learning from Both Work Environments:

When you work as an employee and have a side entrepreneurial business, you can learn from both environments and both environments can benefit from each other. Often the entrepreneurial pathway is a lonely pathway and sole-preneurs in particular find themselves trying to navigate, learn and network to gain knowledge while building their business. Realizing that you can gain education from both environments allows an opportunity for you to thrive as an employee and manage a successful side hustle.

2. Business Ownership Strengthens Your Employee Net Worth:

In most positions you rarely get the opportunity to experience the functions associated with the roles of a Chief Executive Officer, Chief Financial Officer, and Chief Marketing Officer, as well as manage the day-to-day requirements for customer engagement and retention. As a result of limited job functions in a large corporate environment, it doesn’t give you the full breadth of work involved in successfully managing an enterprise. By exploring the entrepreneurship maze you will quickly immerse yourself in all these functions, which will give you a better picture of the business itself, as well as an appreciation for the company that employees you.

3. Position Yourself with a Better Financial Portfolio:

Quitting your job and then applying for a small business loan is a recipe for disaster. Often lenders expect borrowers to be fully collateralized. Having a successful employment position strengthens your probability of obtaining a loan or line of credit. While there are a lot of targeted small business funds that don’t require full collateralization, obtaining funds from your financial institution will be challenging if your debt to equity ratio does not meet their criteria and you don’t have a secondary source of income they can secure against the loan. In addition, being employed allows you the flexibility of investing in your small business without the stress of adding more debt into your current financial portfolio. Having the availability to set aside a few hundred dollars each month towards your business is significant when you have to consider paying for licensing, website development, social media support, etc.

4. Don’t Put Your Financial Eggs in One Basket:

Diversifying your income allows you to mitigate financial risk and maximize your ability to make more money. Most people rely on their employment position for sole source income and if that position is compromised they may have a difficult time replacing those funds in a short period of time. Creating other opportunities to generate more money provides an additional financial cushion for investments or as an emergency fund program. The key is to target business concepts that don’t impose too much time on your part but produce a sizable financial return on your investment. Examples may include selling products online, starting a consulting business, or purchasing a semi-absentee franchise opportunity.

5. There Is No Need to Rush the Process:

Most entrepreneurs believe they have to rush things to launch a company because they may lose out on the business opportunity. This may actually be a recipe for disaster. Rushing into a business concept without a proper feasibility review including competitive research, market analysis, and customer input is rushing to an unproven plan. Spending time building the foundation of the business allows for validation and a chance to identify the strengths, weakness, opportunities and threats of the proposed concept. Once the business has reached a certain consistent income you can decide whether to leap into the business full-time or hire others to manage the business.

Ironically many of the Fortune 500 companies today began with entrepreneurs that started their business concept while working for an employer and then transitioned to their business slowly. Skin in the game does not mean you have to quit a job to explore a business. It means you have to be willing to invest time, money, or both in order to build your side hustle into a fledging small business operation. The great news is you don’t have to sacrifice either opportunity to benefit from both opportunities. You can have your cake and eat it too.

* * *

Leading Forum
Kedma Ough is the author of Target Funding: A Proven System to Get the Money and Resources You Need to Start or Grow Your Business. One of today’s most respected authorities on small business funding and entrepreneurship, she is a nationally renowned business coach and funding expert and winner of the Small Business Administration (SBA) Small Business Champion of the Year Award. As a small business consultant and educator, she has guided more than 10,000 individuals through a wide range of business advising and is a past contributing writer for Entrepreneur Magazine. When she is not running around as a live superhero, she enjoys time with her family and traveling the world. Ough is a proud fifth-generation entrepreneur.

* * *

Like us on Instagram and Facebook for additional leadership and personal development ideas.

* * *

 

Explore More

Dear Founder Killing It



Posted by Michael McKinney at 05:33 PM
| Comments (0) | Find more on this topic in Entrepreneurship

08.14.19

It’s the Manager: Moving from Boss to Coach

Its the Manager

NOT SURPRISINGLY, a Gallup World Poll found that the great global dream is to have a good job with mission, purpose, and at a living wage. But the vast majority—85%—hate their jobs.

If you couple that fact with George Gallup’s “single most profound, distinct and clarifying finding ever” that 70% of the variance in team engagement is determined solely by the manager, then the issue becomes the manager.

That being the case, the single key to maximizing human potential and organizational growth is to improve the quality of the manager. The most important person in your organization to bring teams together and lead them to great decisions is the manager.

Jim Clifton and Jim Harter of Gallup explain how to build a strengths-based culture that attracts the best employees and maximizes their potential in It’s the Manager. They cover five major topic areas—Strategy, Culture, Employment Brand, Boss to Coach, and Future of Work—an offer 52 discoveries from Gallup’s largest study of the future of work. The most important sections for me are Employment Brand and Boss to Coach.

The practice of management has been stuck in time for more than 30 years, despite the world and workplace going through extraordinary historical change. “The problem is, while the science of management has advanced significantly in the past three decades, the practice of management hasn’t.”

In the new working environment, one of the biggest challenges is for managers to go from boss to coach.

The old boss-to-employee, command-and-control leadership environment has “worked” when it comes to building process-efficiency systems, engineering large buildings, and creating infrastructure. But the top-down leadership techniques of the past have not adapted to a workplace that now demands coaching and collaboration to thrive.

However, I would argue that top-down and coaching and collaboration are not necessarily mutually exclusive. That said, coaching requires three things: establish expectations, continually coach, and create accountability. Their research has found that “employees whose manager involved them in setting goals were nearly four times more likely to be engaged than other employees” and those who receive “daily feedback from their manager are three timed more likely to be engaged than those who receive feedback once a year or less.”

Gallup analytics finds that most current team leaders do not have the natural tendencies for managing people. We often promote people for the wrong reasons like success in a prior non-management role and tenure.

Organizations still think largely in terms of promoting up the corporate ladder when other options exist like changing teams, projects, or even managers.

Unfortunately, many organizations still offer only one way “up”: Become a manager, even if your strengths aren’t in management. Some people who aren’t really cut out to be managers may do an OK job, but they never feel quite right managing. And this affects their wellbeing—and the wellbeing of those they manage.

Gallup research fronds that great managers have these five traits: Motivation (inspiring teams to get exceptional work done), Workstyle (setting goals and arranging resources for the team to excel), Initiation (influencing others to act; pushing through adversity and resistance), Collaboration (building committed teams with deep roots), and Thought Process (taking an analytical approach to strategy and decision-making).

* * *

There is a code to take the CliftonStrengths assessment and an appendix section that provides guidance for leading with each of the 34 strengths.

(As a side note, I found this statistic enlightening: “Your employees are grumbling, as 50% of them are making less than they were 35 years ago. In real terms—overall—your employees have not received a raise in more than 35 years. Their expenses of housing, healthcare, and education are exploding while paycheck sizes are frozen or declining.”)

* * *

Like us on Instagram and Facebook for additional leadership and personal development ideas.

* * *

 

Explore More

Strengths Based Leadership Strengths  Finder2



Posted by Michael McKinney at 10:18 AM
| Comments (0) | Find more on this topic in Leadership Development

08.08.19

Nincompoopery: Making Organizations Safe for Employees & Customers

Nincompoopery

NINCOMPOOPERY is the crazy stuff we do (or don’t do) that drives our customers crazy and makes life difficult for employees and keeps organizations from getting what they want.

There are nincompoops, and there is nincompoopery. But when an organization is driving people crazy, it’s a nincompoopery problem. Usually, the organization knows what’s wrong; it’s just that nobody has the courage to overcome the tradition, the inertia, or the apathy to fix it. And so, it persists.

John Brandt writes in Nincompoopery: Why Customers Hate You—and How to Fix It, that the good news is that there is a plan to fix it and you already know enough to get started.

Most organizations are rife with Nincompoopery, which deadens the souls of their employees (including, sometimes you and me) and lead them (us) to act like nincompoops. To wit, we get stuck in old ways of doing things; we convince ourselves that change would be impossible because nobody could fix such a nincompoopish company anyway; or we fret that even if we tried to lead a change, none of the nincompoops to whom we report or work with would listen. Really, human beings are endlessly inventive in thinking of reasons why not to change ourselves, our companies, and our fates—in other words, we’re really good at remaining nitwits and stuck in Nincompoopery.

So, you need a plan and some good politics by managing relationships, providing safety and meaning in order to make the changes out of nincompoopery. Brandt offers a plan organized around three simple strategies: innovation, talent, and process.

Innovation

Innovation is not always the game-changing products that change a culture. Customers think differently about value. Innovation should revolve around “How can we make our customers’ lives simpler, happier, less stressed, and more productive, by removing or solving multiple issues with a single solution?”

Talent

“Leading companies recruit for smarts, diligence, and caring.” Character matters. “The only way that we create a difference at any individual customer’s moment of truth is by the investment we make in talent, training, and culture. That difference, for good or bad, will determine our bottom lines for years to come. If you hire right, train right and get out of their way, your employees will deliver.

Process

With god process in place, you can reap the benefits of the time, effort, and money you’ve invested in innovation and talent. Look at your company through your customer’s eyes. How do you create customer value? What are you good at, and what are you terrible at? Your customers know. Brandt says excel, improve, and fix—or kill. Start with what you are terrible at and fix it or kill it because it is driving customers away.

With a little bit of strategic thinking and a whole bunch of empathy for customers and employees, you can lead change and eliminate nincompoopery.

* * *

Like us on Instagram and Facebook for additional leadership and personal development ideas.

* * *

 

Explore More

Amish Businesses Herb Kelleher Best Lesson



Posted by Michael McKinney at 04:58 PM
| Comments (0) | Find more on this topic in General Business

08.01.19

First Look: Leadership Books for August 2019

Here's a look at some of the best leadership books to be released in August 2019. Don't miss out on other great new and future releases.

9781119583509Transforming Legacy Organizations: Turn your Established Business into an Innovation Champion to Win the Future by Kris Østergaard

Transforming Legacy Organizations provides real-world advice and research-based information on how to grow innovation by employing new technologies, improving processes, and establishing a culture of creativity and forward momentum. Conventional business wisdom views innovation as the biggest advantage startups have over large, established organizations, often referred to as legacy organizations. This belief is false, especially when considering that 70% of all startups fail within 20 months of their first venture round. The truth is innovation initiatives of legacy organizations have far better chances of succeeding.

9780062852687Ultralearning: Master Hard Skills, Outsmart the Competition, and Accelerate Your Career by Scott Young

In these tumultuous times of economic and technological change, staying ahead depends on continual self-education—a lifelong mastery of fresh ideas, subjects, and skills. If you want to accomplish more and stand apart from everyone else, you need to become an ultralearner. The challenge of learning new skills is that you think you already know how best to learn, as you did as a student, so you rerun old routines and old ways of solving problems. To counter that, Ultralearning offers powerful strategies to break you out of those mental ruts and introduces new training methods to help you push through to higher levels of retention.

9781950863068The Chaos Parallel: How To Overcome The Life-Altering Effects of Insecurities by J Alex Geesbreght

Everyone has insecurities. Like with most insecurities–especially those that are not self-inflicted–we don’t tend to “fix” or “get over” them; they are always with us and a part of who we are. However, if we are honest with ourselves, we can recognize them, understand them, and seek to find a way to live our most authentic lives free from the chaos they often create.

9780525533948Flip the Script: Getting People to Think Your Idea Is Their Idea by Oren Klaff

Oren is throwing out the old playbook on persuasion. Instead, he'll show you a new approach that works on this simple insight: Everyone trusts their own ideas. If, rather than pushing your idea on your buyer, you can guide them to discover it on their own, they'll believe it, trust it, and get excited about it. Then they'll buy in and feel good about the chance to work with you. That might sound easier said than done, but Oren has taught thousands of people how to do it with a series of simple steps that anyone can follow in any situation. And Oren has been in a lot of different situations.

9780735219472The Optimist's Telescope: Thinking Ahead in a Reckless Age by Bina Venkataraman

Instant gratification is the norm today—in our lives, our culture, our economy, and our politics. Many of us have forgotten (if we ever learned) how to make smart decisions for the long run. Whether it comes to our finances, our health, our communities, or our planet, it’s easy to avoid thinking ahead. The consequences of this immediacy are stark: Superbugs spawned by the overuse of antibiotics endanger our health. Companies that fail to invest stagnate and fall behind. Hurricanes and wildfires turn deadly for communities that could have taken more precaution. Today more than ever, all of us need to know how we can make better long-term decisions in our lives, businesses, and society. Bina Venkataraman sees the way forward.

For bulk orders call 1-626-441-2024

discounted books

Build your leadership library with these specials on over 39 titles. All titles are at least 40% off the list price and are available only in limited quantities.

* * *

“If we encounter a man of rare intellect, we should ask him what books he reads.”
— Ralph Waldo Emerson

* * *

Like us on Instagram and Facebook for additional leadership and personal development ideas.

 

Explore More

Whats New in Leadership Books Leadership Classics



Posted by Michael McKinney at 09:11 AM
| Comments (0) | Find more on this topic in Books

07.31.19

LeadershipNow 140: July 2019 Compilation

twitter

twitter Here are a selection of tweets from July 2019 that you don't want to miss:

READ MORE >>
 

See more on twitter Twitter.

* * *

Like us on Instagram and Facebook for additional leadership and personal development ideas.

Explore More

Grace The Compound Effect



Posted by Michael McKinney at 08:47 AM
| Comments (0) | Find more on this topic in LeadershipNow 140

07.29.19

Feedback (and Other Dirty Words)

Feedback

FEEDBACK HAS A LOT OF BAGGAGE associated with it. Feedback is not always well-intentioned and is used to punish, demean, or manipulate. When well-intentioned we don’t always do it right. We dump on people, we’re biased, we miss the overall issues, and present it in a way that doesn’t sound helpful. And we, of course, wanting to be right and accepted don’t see it as the gift that it is.

As a result, you will find people avoiding it altogether—whether on the giving or receiving end of it. Or you will find people trying to take it to a higher lever and state that what we need and really want is attention. Positive attention is the way to go. Build on strengths. But sometimes we need to tame our strengths for our own good, and sometimes we need to manage our weaknesses. And frequently we have no idea unless we are told. We need feedback.

In contrast to the desire of some to dumb down or avoid feedback, authors Tamra Chandler and Laura Grealish have decided to deal with feedback head-on in Feedback (and other dirty words): Why We Fear It, How to Fix It. Done right, feedback is not only a good thing, it is essential to growth and performance. They say we need to do more than tweak our feedback practices, we need to completely rethink the what, how, and why.

They begin by defining feedback as “Clear and specific information that’s sought or extended for the sole intention of helping individuals or groups improve, grow, or advance.” This forms the basis for their Feedback-Fixing Movement.

“Every great feedback experience,” they write, “is anchored in fairness, focus, and frequency.” Fairness is about trust. “When trust and fairness are absent, because either the feedback itself or the Extender [of feedback] seems unfair or biased, the Receiver retreats into protection mode.” We generally associate feedback with criticism because that’s sadly the only time most people speak up.

Focus is about making the feedback specific, targeted, and brief.” When we dump on people, they shut down and the feedback moment is gone. “Dishing out bite-sized portions of off-the-cuff gratitude, recognition, direction, or coaching can move the performance needle much more effectively than hours of training sessions, development seminars, or dismal laundry lists of your rights and wrongs from the past year.”

Frequency is the accelerator. “Connecting frequently speaks volumes. It says, ‘I’m paying attention, what you do is important and notable, and you are a priority.’” Informal and spontaneous is the secret to frequency.

To revolutionize feedback, the best thing you can do right now—especially as a leader—is to become a Seeker of feedback. That is, become a person who proactively requests feedback from others with the intention of self-development or growth. It helps you in a couple of ways. First, you are the example you need to be, and second, to be a seeker lowers the fear associated with feedback because you choose the time and place, the issue and the extender of feedback.

The authors offer the Seeker several tips to effective feedback seeking. First, ask in advance, giving the Extender(s) time to think. (Asking more than one person provides you with a better picture of what is actually happening.) Give them permission to be candid with you. They are most likely as uncomfortable with it as you are. Third, ask them to start noticing based on the nature of the feedback you are requesting. And finally, make the choice to do something with what you have learned.

I found the chart below helpful in wrapping your mind around the proper way to deliver feedback. The considerations are many but going through the chart will help you not only form the conversation but get a handle on your intention for giving feedback in the first place.

Feedback Connect Model

Feedback (and other dirty words) is full of helpful insights and constructive interpretations of the scientific studies and data regarding the issue of feedback. It is a comprehensive look at feedback and well worth reviewing in terms of both delivering and receiving feedback.

* * *

Like us on Instagram and Facebook for additional leadership and personal development ideas.

* * *

 

Explore More

Feedback Can Be Fun You According to Them



Posted by Michael McKinney at 02:16 PM
| Comments (0) | Find more on this topic in Human Resources , Personal Development

07.25.19

How Innovation Is Completely Different in Established Organizations Than in Startups

Transforming Legacy Organizations

WE LIVE IN the age of the entrepreneur. New startups appear out of nowhere and challenge not only established companies, but entire industries. Where unicorns were once mythical creatures, the word unicorn now refers to the startups that have a value of at least $1 billion, and there are more than 370 of them worldwide. In 2018 alone, 53 unicorns were added to the list.

Established organizations of a certain size and age, sometimes called “legacy organizations,” are stressed by the entrepreneurial successes. Their greatest fear is no longer their closest competitor, but the startups which, although they live in metaphorical garages and have hardly taken off, have an innovation power that established organizations can only dream of possessing.

Still, no matter what great strides the innovative startups make or how much airtime they’re given by the media, innovation in startups is completely different than innovation in established organizations.

The bad news for established organizations is that innovation for them is much more difficult than it is for startups. The most important job for startups is to focus on their (probably one) product and to subsequently scale up. Established organizations have to entertain many more considerations with their complicated product portfolios and business structures.

The good news for established organizations, however, is that nobody is more likely to succeed than they are in their innovation efforts. Unlike startups, established organizations have tremendous resources. They have money, customers, data, employees, suppliers, partners, and infrastructure -- which put them in a perfect position to transform new ideas into concrete, value-creating, successful offerings.

The Three Tracks of Innovation

Many established organizations commit the mistake of engaging in innovation as if it were a homogeneous process. But innovation in established organizations must actually be divided into three different tracks: optimizing, augmenting, and mutating innovations. All three are important. There’s no one singular type of innovation that’s better than another. And, unlike the startups, established organizations must execute all three types of innovation at the same time.

1. Optimizing innovation: Improving the past. Optimizing innovation makes up the majority of what established organizations already do today. And they must continue doing so. Optimizing innovation is, simply put, the metaphorical extra blade on the razor. When the razor manufacturer launches a new razor that has not just three, but four blades, to ensure an even better, closer and more comfortable shave, only to announce one or two years later that it’s now launching a razor that has not only four, but five blades, that is optimizing innovation. This is where the established player reigns.

No startup with so much as a modicum of sense would even try to beat the established company in this type of innovation. Continuous optimization, both on the operational side and the customer side, is good and important -- in the short term. It pays the rent. But it’s far from enough if the established company wants to continue to be a leader three to five years from now because there are limits on how many blades a razor needs. Each additional blade generates a bit less value than the previous one.

Essentially, optimizing innovation improves upon the past. But startups are inventing the future. To match their entrepreneurial innovation power, established organizations must also prepare for the future and, ultimately, learn how to invent the future.

2. Augmenting innovation: Preparing for the future. To prepare for the future, the established players must engage in innovative augmentations. The digital transformation projects that more and more organizations are initiating can typically be characterized as augmenting innovation. It’s about upgrading the organization and its core offerings and processes from analog to digital. Or, if organizations were born digital, they may have had to become “mobile-first.” Perhaps they’ve even entered the next augmenting phase, which is to become “AI-first.” These augmentations are not small matters. They require great technological conversions. But technology may, in fact, be a minor part of the task. When it comes to augmenting innovation, the biggest challenge is most likely culture.

Where startups have the advantage in building cultures from scratch that fit the times in which they originate perfectly, established organizations, who have had decades or even millennia of history, typically have created cultures in which there’s a preference to maintain the status quo. But if they hope to match the startup innovation power, they will need to transform their cultures to ensure their employees all thrive in constant change.

3. Mutating innovation: Inventing the future. Finally, established organizations also need to invent the future through mutating innovation. The business that maintains or exceeds its level of success 10, 20, and 30 years from now will have mutated. Whatever is currently at the core of the company today, making up the majority of the top and bottom lines, won’t remain the same in the long run.

Mutating innovation requires a bold focus on experimentation into what isn’t yet understood. This is where the successful startups have excelled -- taking what exists and challenging it to either create something new with more value or open up to new target groups. For established organizations, this innovation track is difficult because it essentially challenges their identities. Therefore, mutating innovation cannot thrive inside a company’s core, but needs to be taken outside to the core organization’s edges.

Tools to promote mutating innovation can include establishing labs or X-divisions. Alphabet has excelled in this approach, but other legacy companies are also increasing their experimentations. DIY chain Lowe’s, for example, is building 3D printers that print in zero gravity, thus opening up entirely new markets for themselves. Japanese airline ANA commissioned a global competition via the XPRIZE Foundation to create the future of travel that has now resulted in targeting the next big market: Space.

As game-changing innovation is at the core of these efforts, both startups and established organizations can find common ground in working together. The established companies want access to the startups’ technology expertise, while the startups want access to the established companies’ customers and data, this can be a match made in heaven.

Becoming the Innovation Champions of the Future

Ultimately, if startups turn to scale-ups and succeed, they’ll fast become established organizations with very complex systems, requiring them to change their innovation strategies and entire organizations to remain successful. For Alphabet, even though the company is only 20 years old, this has already happened twice. It moved from a search engine to advertising to spawning off autonomous vehicle and health care companies that may turn into the new cores of the organization.

Similarly, Apple is in the process of transforming from hardware into an entertainment company, and Amazon, perhaps the master of mutation, continuously adds new layers to its complex structure.

For the legacy organizations of the world, they must learn from these examples, dare to challenge their status quo cultures, and ensure that they can engage in optimizing, augmenting and mutating innovation at the same time if they are to become innovation champions of the future.

* * *

Leading Forum
Kris Østergaard is a sought after speaker, facilitator, researcher, and expert on innovation in legacy organizations, corporate cultures and exponential organizations. He is co-founder and Chief Learning and Innovation Officer at SingularityU Nordic, a collaborative venture with Singularity University in Silicon Valley. His new book is Transforming Legacy Organizations: Turn Your Established Business into an Innovation Champion to Win the Future. Learn more at sunordic.org.

* * *

Like us on Instagram and Facebook for additional leadership and personal development ideas.

* * *

 

Explore More

Think Like Amazon Creative Construction



Posted by Michael McKinney at 01:27 PM
| Comments (0) | Find more on this topic in Creativity & Innovation , Entrepreneurship



SEARCH THIS BLOG


SAP Concur

Entrepreneurs

Leadership Books
How to Do Your Start-Up Right
STRAIGHT TALK FOR START-UPS



Explore More

Leadership Books
Grow Your Leadership Skills
NEW AND UPCOMING LEADERSHIP BOOKS

Leadership Minute
Leadership Minute
BITE-SIZE CONCEPTS YOU CAN CHEW ON

Leadership Classics
Classic Leadership Books
BOOKS TO READ BEFORE YOU LEAD


Email
Get the LEAD:OLOGY Newsletter delivered to your inbox.    
Follow us on: Twitter Facebook LinkedIn Instagram

© 2019 LeadershipNow™

All materials contained in https://www.LeadershipNow.com are protected by copyright and trademark laws and may not be used for any purpose whatsoever other than private, non-commercial viewing purposes. Derivative works and other unauthorized copying or use of stills, video footage, text or graphics is expressly prohibited.