Changing mindsets begins with you! The only mind you can be sure of changing is your own, and the only way that you can demonstrate this mindset change is through your behaviors. If you aspire for your organization to be faster, more innovative, less afraid of failure, it has to begin by you being faster, more involved in innovation and being willing to be the failure role-model. If you won’t try it, why should anyone else who works for you? Read more: http://www.forbes.com/sites/billfischer/2015/03/19/are-you-an-analog-or-digital-leader/#6fdee8122782
What if what you know didn’t matter anymore? What if knowledge became a commodity? What if everyone could be an expert?
Far-fetched, you think? Well, in fact, the “what if” is no longer speculative; it is here already. Talk to people in such professional service industries as private banking, auditing, consulting, even engineering, and you begin to hear concerns about the commoditization of professional knowledge.
Read more: https://hbr.org/2015/10/the-end-of-expertise
One reason why it has been so difficult to tackle the Ebola crisis is fear, which prevents healthcare workers from grappling effectively with the situation. Fear can hobble an organization; for instance, recent research shows that at Nokia, fear led to paralysis, isolating the headquarters from the marketplace and rendering it unable to respond to a fast-changing situation.
The younger of us, a pulmonary and critical care physician, just returned from the Ebola outbreak’s epicenter in Guinea, where he was deployed by WHO to treat victims of the disease. The elder, a management teacher, studies how organizations react under conditions of uncertainty and fear.
We recently compared notes, and identified four practices seen in the fight against Ebola that have been particularly effective in managing uncertainty and fear.
Read more: https://hbr.org/2014/10/fighting-ebola-means-managing-fear
Ask any group of innovation enthusiasts to name their favorite organizations and the odds are that Google will top the list. It could well be the most daring, if not the most innovative, company of our times. But, the catch is that there never was a real Google, or at least there never was one Google that we could model.
For a long time now, Google as been a multi-business business: search (of course), but also driverless cars, e-payment systems, social media attempts, mobile phone operating systems, thermostats, etc. etc. The list is a fascinating one and goes on and on; some in industries with amazingly fast clock-speeds (Google, for example, and Google Ventures), and others in industries where time had seemingly stood still for several decades (Nest, for example, is in industries with historically slower clockspeeds, although that will likely change with the Internet of Things). How can you build one corporate culture for such varied competitive contexts? The answer is: you can’t! In fact, you shouldn’t even try. Each of these businesses deserves a culture that is best suited for the needs of the industry that it is in, and that is the genius of this biggest of all Google innovations: Alphabet. Read more: http://www.forbes.com/sites/billfischer/2015/08/11/three-cheers-for-the-end-of-google-as-we-knew-it/#12148226575d