Mine was not the best high school, but we had some perks. I got to take an economics class at Yale my senior year, my small cohort mostly went on to Ivy League colleges, and I got to leave school at 12:30pm.
While working on an analysis for a client, attempting to assess the key trends that will shape the future of apparel, my mind turns to how an emerging technology in any industry can rise, fall, and eventually succeed. To help understand how trends like artificial intelligence, blockchain, or big data will affect any client, we often turn to the “hype cycle.”
Last week, I shared the first three steps of PPG’s unique approach to being a disruptor: build your technology toolkit, sense market needs, and match technology to needs. But there are two more important steps to take to help your company go from just keeping up to disrupting: crossing the valley of death and measuring your innovation pipeline.
As you prepare for 2018, you are going to have to make a choice. Do you want to lean in and be a disruptor in your industry, or are you satisfied with just keeping up? If you are interested in the former, here is a formula that works, drawn from a 130-year-old company that has transformed from keeping up to disrupting.
If you have been feeling the pace of change accelerating, 2018 will demand an even faster pace. Companies that thrive will have to learn to experiment like a startup.
My wife is from New Orleans, so when we recently got a chance to see the original, we had to stop.
We were driving through France with our kids, on a four-day tour from my family reunion in Germany to our AirBNB in Barcelona, when we realized we’d pass through the “original New Orleans”: Orleans. This is the first town that Joan of Arc helped free from an English siege during the Hundred Years’ War, when England was taking over large swaths of France.
If you are thinking this is a motivation piece about the power of ambitious thinking, it’s not. What I’m going to lay out here has nothing to do with psychology or inspiration. This is basic math. A concept so simple, you will grow frustrated that your company doesn’t embrace it. My 11-year-old gets it. But the $50b company I worked with yesterday doesn’t.
My wife knows credit cards. She has a couple, of course, but she is also the general counsel of one the world’s leading credit card companies. So, it’s enigmatic that were she old enough in the early 1970s to apply for a credit card herself, her bank would have refused to issue her one. Before 1974, most banks deemed women too high a risk unless they were married and their husbands co-signed for the card.
A couple of years ago I wrote one of my most popular blogs. This morning I realized its logic proved entirely wrong!
People often ask me how to incentivize entrepreneurial behavior from within an established organization. My first answer is “stop killing it.” Leaders put so many barriers and shut doors in front of would-be internal entrepreneurs that just lifting a few barriers or leaving a few doors ajar would on their own create a momentous acceleration in their flow of innovation.