It is so easy to miss! When the future was lobbing softballs at you, you could hit the trends every time. But the future has upped its game. It’s throwing fastballs and curveballs now.
What software company would’ve thought five years ago that Amazon would be its biggest competitor in the cloud? What automobile manufacturer thought five years ago that a simple mobile app would force them to rethink their business?
Last June, John Chambers, former Cisco CEO, proposed that “soon you’ll see huge companies with just two employees – the CEO and CIO.” The concept seems crazy now, but tangible evidence suggests we are moving toward such a future, faster than you might think. As with every major transition, this one will create losers and winners, thinkers (who hold on to outdated concepts) and outthinkers (who embrace the new).
Opportunities appear … then vanish more quickly today than ever before. In response, many businesses – from startups to Global 100s – are trying to accelerate their decision-making approaches. They are embracing a philosophy referred to with terms like agile, lean, and scrum.
This weekend, IBM invited me to help host a global “jam” session, pulling thousands of thinkers into a conversation about the “Internet of Things” (IoT). You can join the three-day (Oct 14-16) global event by clicking here.
When Strategies Shift
In 2008, at the start of the economic crisis, Microsoft COO Kevin Turner was stepping off an airplane in New York City. As he approached the car that would take him into the city, the porter carrying his luggage commented that the stock market’s decline had continued that morning.
The days when innovation was the sole responsibility of the chief innovation officer or corporate venturing group are over. Today companies are realizing they need to harness the innovative power of all their employees if they want to grow.
This week, we convened innovation heads from places like Chubb Insurance, Estee Lauder and Macmillan and mixed them with a world-renowned innovation expert (Professor George Day from Wharton) and one of the leaders of GE’s Crotonville leadership training center (Bob Cancalosi). Over four hours, they teased apart our shared challenge: how to unlock innovativeness, entrepreneurship, and growth trapped inside organizations.
You know you are an entrepreneur at heart, but you find yourself working inside a large organization. How do you cope?
“If you don’t like your job, quit.” This is part of the manifesto of holstee.com, one my favorite entrepreneurial companies, and is perfect for a conversation I am having with the head of strategy of a large financial services technology firm. We are in his office overlooking Park Avenue in Manhattan. He’s laying out for me some of the challenges faced by a growing number of firms that are trying to inject a more innovative, entrepreneurial spirit into their cultures.
Jennifer Silberman, VP of corporate responsibility at Hilton Worldwide, recently shared a post at FastCompany.com on breaking down how her company unlocks the entrepreneurial power of its people to not only build business value but improve the world. She lays out three keys to follow: