If someone handed you a sledgehammer and told you to start smashing your company’s products, would you do it? That’s exactly what Haier CEO Zhang Ruimin did to prove a point to his employees. That was the first in a long line of radical decisions that have transformed the company from a fledgling refrigerator maker to the world’s number one appliance manufacturer – and kept it there.
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.
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.”
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.
“As the rate of change escalates exponentially, the old ways of organizing and educating, which were designed for efficiency and repetition, are dying.”
– Bill Drayton, Founder, Ashoka: Innovators for the Public