I have been repeating myself for a decade. In each of the 1,000 or so workshops and keynotes I have delivered over the past ten years, I have repeated some version of the refrain, “Do what customers love and competitors won’t copy.”
Greg Hale was an electrical engineer with a curious spirit when he interviewed for a position in Disney’s engineering department almost 30 years ago. He was eager to see how things worked behind the scenes, so he applied for the job figuring that even if he didn’t get it, he would at least get a backstage tour.
Your mindset is the lens through which you see the world.
Your mindset is created by combining your different beliefs about the world into one unified belief-system. The purpose of a mindset is to help you filter the information in the world to be more effective at understanding your reality and operating within it. Everyone has a mindset because everyone has beliefs about the world.The management mindset is the worldview that the organisation is a machine that must be optimised.
The artist who aims at perfection in everything achieves it in nothing.
- Eugene Delacroix
In the late 1970s, Kevin Allen was sitting in a boardroom about to deliver some bad news. His client, Mastercard, would surely not respond well. But Allen is masterful at understanding markets. He understands one core concept that separates good brands from great ones. If he could get Mastercard executives to embrace this counterintuitive secret, he would set the company on a decades-long streak of wins against far larger competitors.
We have this notion that innovators come up with a big idea and then sell it with passion and influence. We imagine Steve Jobs, who was known for having a “distortion field” around him. He could walk into a room and convince everyone that the iPhone was going to change the world and as a result, because everyone was moved to believing it, it did in fact change the world.
The echoes of this great marble hall always bring me back to college. I’m sitting in the Philadelphia 30th Street Station, awaiting my Amtrak train to take me home, circled by ornate pillars and homeward-bound revelries on a Friday afternoon.
Organizations that have all the money, talent and technology in the world are struggling to innovate with deadly consequences. Why?
- They get real comfortable
- They take it nice and slow
- They stop caring about those pesky customers
What an energizing whirlwind two weeks: keynoted for the Federal Reserve (the future of banking), spoke to CFOs in San Diego (the future of finance), facilitated our Outthinker Chief Strategy Officer roundtable in New York (the future of strategy), met with ABC TV in LA (the future of television), ran a workshop for a Fortune 500 real estate firm (the future of real estate), ran an Outthinker workshop for an apparel retail leader (the future of retail), then addressed a room of board members of public tech companies in Silicon Valley (the future of everything!).
At a barbeque this weekend, a friend fretted, “How does a large company retain its entrepreneurial spirit?” Part of the leadership team of a fast-growing, $5 billion, public company – historically one of the most innovative in its sector – he painfully understands this dilemma. The agility and speed helped you grow. But your growth requires installing rigid policies and processes which kills your agility and speed. What keeps you big kills what got you there.
A parable tells of a bird that lived on a barren tree in a desert. Too fearful to find a better home, he lived a meager life. One day lightning struck the tree, which caught fire and forced the bird to flee. The bird then reached an oasis filled with water, food, and other birds as company.