Management

The Geoffrey Moore Interview – ‘Escape Velocity’

I had the opportunity recently to interview Geoffrey A Moore, the best-selling author of such popular books as Crossing the Chasm, Inside the Tornado, The Gorilla Game and Dealing with Darwin. He has a new book out called Escape Velocity: Free Your Company's Future from the Pull of the Past and having had some of his books on the Innovation Excellence Reading List for a while I thought it made sense to sit down and pose him some questions to get some of his latest perspectives, thoughts and insights on innovation.

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A Need for Space Saving Innovations

The UK is drowning in junk. In seven years there will be nowhere left to put it – check out this story on Packington (which sounds suspiciously like “pack it in”), one of the many landfills surging towards capacity. It covers about 380 acres and contains more than 18.5 million tons of rubbish. The height of a skyscraper where once there was flat land, it is, literally, a waste of space.

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Give the People What They Want

One of the reasons that innovation seems to miss its promise so often is that great many products and services are presented with great fanfare and expectations about how those products and services will delight customers. Far too often, those expectations are wrong. That's not to say the product or service is inadequate, or that the need doesn't exist. There's simply more to the story that innovators often overlook.

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Keep Failing Until…

Everything matters. The culture of innovation fostered by Louis, the passion of every employee doing what they know how to do and an organization that is connected with a shared mission is our formula. Will it work? We believe it will but if you don’t, ask me again in 13 months and 13 days.

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Eliminate Your But

During strategic planning, thought bubbles typically manifest themselves through hidden biases that affect how we analyze data and make (or don’t make) important decisions. Here are some examples of common strategic planning biases and the thought bubbles that might accompany them:

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Recipe for GE Hyper Innovation – Part 1

At GE, an innovation program was developed during the late 1980’s called “Work-Out” as part of Jack Welch’s drive for better productivity, efficiency and greater innovation. Initially, GE’s Work-Out program was intended to identify and eliminate unneeded processes and tasks that were left over from previous years that became inefficient, as Jack put it, riding ourselves of meaningless tasks “Just because that’s the way we always did things”.

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Freedom Can Limit Innovation

Over the past couple of weeks, I have had the identical conversation with several different clients. Apparently, there is an existing belief that if you want to instill a mindset of creativity, you need to have less “structure.” To some degree that is true. But unfortunately, most companies, when undergoing this kind of change, swing too radically to the other side.

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