The DMV completely disrupted my plans today. I walked in, notebook and laptop under arm, expecting to spend an hour writing while waiting. But after just 15 minutes I was done!
For over a decade now, corporations have been seeking to understand how to better prepare themselves against the onslaught of technology firms spreading their way into nearly every sector, from banking to real estate to retail. They created incubation groups, acquired startups, sought to create a “culture of innovation.”
Strategy lasts. Derived from the title of ancient Greek government officials charged with rallying resources to fuel military campaigns, refined in China, then ported back to the West by Napoleon, the science or art of coming together to agree on a goal, and the method to achieve it, is an activity that like farming or governing or writing poetry distinguishes human from animal.
Why do big companies change so slowly and die? They dramatically underestimate innovation velocity.
Innovation velocity is the speed and direction of growth that an innovation creates. Small disruptive organisations have very high innovation velocity and this is why they kill big slow incumbents.
I can do it in my sleep. Four years at Wharton, two at Columbia Business School, and a few more in investment banking have drilled into me the most broadly used tool that guides corporate decision-making: the financial projection.
Last Wednesday, in a suburban New Jersey warehouse converted into conference space and a cooking show set, I joined 80 managers assembled to discuss their company’s strategy. We had helped design the two-day experience and were at the point in the flow of the off-site when we hoped we would hear some new, breakthrough insights.
I was never the star soccer player. I played every game throughout high school, but rarely scored. Today, I huff and puff Saturday mornings with friends ages 40 and up, yet my record remains unchanged.
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.