By asking the CEOs of some of the most successful and influential companies in the world, such as GE and Google, a clear definition of innovation management emerges. The definition addresses the need to quickly and effectively implement organizational goals and objectives to remain competitive and the desire to strengthen advantages through the adoption of innovative ideas, products, processes, and business models. Enterprises facing increasing competition and the pressure of technological innovation are beginning to realize that to drive organic business growth and maintain a competitive advantage, they need to discover and implement innovation quickly and with great care to ensure maximum value. One-off innovations are moderately easy to take advantage of, but to create a pipeline of Read more
Posts Tagged 'management'
Lately, Agilists have been giving the role of middle managers (or possible lack thereof) in Agile transformation a fair amount of attention. While this is a knotty problem, I worry that our polite efforts to re-define the management function might be enabling organizational neuroses and psychoses, instead of helping people address them. Ultimately, we have to use plain language: there are many bad managers out there. Agile exposes their incapacity, and makes delaying the inevitable that much harder. While compiling a complete list of middle management functions might provide some catharsis, this is supposed to be a short blog post. Therefore, I’ll highlight a few that Agile commonly exposes, with the clarity of those photos Read more
“I didn’t take this position for the money,” he said looking at me somewhat smugly and for a very brief moment perhaps too honestly. “I did it for the power.” I remember the conversation well. It was about 15 years ago. As a consultant then, I was, from time to time, in the offices of business leaders who I was lucky enough to do business with. Obviously this was a case of a young manager impressing me with his new-found power. I could see the glint in his eye as he relished the chance to exercise power. As I sat there, I began to wonder. Has he been telling everyone his motives behind the advancement? Read more
“You can lead an organization through persuasion or formal edict. I have never found the arbitrary use of authority to control an organization either effective or, for that matter, personally interesting. If you cannot persuade your colleagues of the correctness of your decision, it is probably worthwhile to rethink your own.” — Alan Greenspan, former chairman of the Federal Reserve Board In order to build knowledge organizations that are both enduring and of the highest performance each employee has to be maximally connected to their passion and placed in the right role. Doing this requires expertise in eliciting and assessing employees’ passion for their work as well as being able to fully understand the complexities Read more