Upload
apollo
View
24
Download
0
Embed Size (px)
DESCRIPTION
InnoTac/ Innovation Tactics Tom Peters/InnoTac.0621.06. Premises I. - PowerPoint PPT Presentation
Citation preview
InnoTac/Innovation
Tactics
Tom Peters/InnoTac.0621.06
Premises I
“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)
“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
“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?
GM
“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
What “We” Know “For Sure” About Innovation
Big mergers [by & large] don’t workScale is over-rated
Strategic planning is the last refuge of scoundrelsFocus groups are counter-productive“Built to last” is a chimera (stupid)
Success kills“Forgetting” is impossible
Re-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
“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%)
“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
“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
inefficiency, fast and furious and
numerous failures.”
—Kevin Kelly
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
“We are in a brawl with
no rules.” —Paul Allaire
S.A.V.
Screw Around Vigorously
Screw It Up
“Fail faster. Succeed sooner.”
David Kelley/IDEO
Fail. Forward.
Fast.
–High-tech Exec/PA
“FAIL, FAIL AGAIN. FAIL BETTER.”
—Samuel Beckett
“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
Read This!
Richard Farson & Ralph Keyes:
Whoever Makes the Most Mistakes Wins: The Paradox
of Innovation
Sam’s Secret
#1!
“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
"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
“The most successful
people are those who
are good at plan B.”
—James Yorke, mathematician, on chaos theory in The New Scientist
Parallel Universe
Build a “School on top of a school” (The Parallel
Universe Strategy)
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!
JKC
JKC/Smith
1. Scour for renegades; wine & dine.
2. Go outside for funds.
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
“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%
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 become who we hang
out with!
Measure “Strangeness”/Portfolio Quality
StaffConsultants
VendorsOut-sourcing Partners (#, Quality)
Innovation Alliance PartnersCustomers
Competitors (who we “benchmark” against)
Strategic Initiatives Product Portfolio (LineEx v. Leap)
IS/IT ProjectsHQ LocationLunch Mates
LanguageBoard
Requirement: Discomfort
“I’m not comfortable unless I’m
uncomfortable.”—Jay Chiat
Find ’em
“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)
“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
Demos! Heroes! Stories!
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
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
“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
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!)
“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.
First-level Scientific Success
The smartest guy in the room wins”
Or …
First-level Scientific Success
FanaticismPersistence-Dogged Tenacity
Patience (long haul/decades)-Impatience (in a hurry/”do it yesterday”)
PassionEnergy
Relentlessness (Grant-ian)
EnthusiasmDriven (nuts!)
(Brutal?) CompetitivenessEntrepreneurialPragmatic (R.F!A.)
Scrounge (“gets” the logistics-infrastructure bit)
Master of Politics (internal-external)Tactical Genius
Pursuit of (Oceanic) Excellence!High EQ/Skillful in Attracting + Keeping Talent/Magnetic
Prolific (“ground up more pig brains”)
Egocentric
Sense of History-DestinyFuturistic-In the Moment
Mono-dimensional (“Work-life balance”? Ha!)
Exceptionally IntelligentExceptionally Clever (methodological shortcuts/methodological genius)
Luck
Hard is soft.Soft is hard.
“Most important,
he upped the energy level at Motorola.” —Fortune on Ed
Zander/08.05
4/40
4/40
De-cent-ral-iz-a-tion!
Ex-e-cu-
tion!
Ac-count-a-bil-ity!
6:15A.M.
Inno64: Innovation Strategies & Tactics
Parallel universe /Exec Ed v res MBAEnd run regnant powers/JKCFind done deals-practicing mavericks/Stone-ReGoBell curves2016 in 2006Non-industry benchmarkingEverything = PortfolioV.C.s all!Hot language/Wow-Astonish me-Insanely great-immortal-Make something greatLead customers/PW-EmbraerLead suppliers /Top decile R&DWeird alliancesMottos/Paul Arden (“Whatever You Think Think the Opposite”)Hire freaks/Enough weird people?Weird Boards!!!
CEO track record of Innovation (nobody starts at 45!)System/GE-Immelt“Strategic thrust overlay”CalendarBig Delta easier than SmallMBWA with freaks-weirdos/JKCMBWA/Boonies’ labsV.C.-formal/IntelAcquire weirdChildren’s crusadeOld farts crusadeGo Global at any sizeStop listening to customers Talent!/Unusual sources-Hire innovators-V.C.sEschew giant mergers
Remember: scale economies max out earlyAssisted suicide! (“Built to last” = Chimera-snare-delusion)Burn your press clippings“Forgetting” “strategy”Fire all strategic plannersTempo!Final product bears little relation to starting notionDesign! Design! Design! (“culture,” not program)All innovation: Pissed-off peopleGut feel rules!Focus groups suckWeird focus groups okayBe-Do philosophy
CelebrationsCulture-little as well as big Inno (“everyone-an-innovator”)Life = Wow ProjectsAcknowledge messiness-pursue serendipity (Blitzkrieg-Containers-Science-Jim Utterback)R.F.A.Culture of execution4/40: decentralization, execution, accountability, 615AMEVP (S.O.U.B.)/Systems-process “un-design”Diversity for diversity’s sakeWomen-Women-Women/customers (they “are the market,” not a “segment”)-leadersBoomers-Geezers (“all the money”)
CRO (Chief Revenue Officer) “culture”/top-line obsessedCIO (Chief INNOVATION Officer)LaughterFacility-space configurationExperiments-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)