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Why don't we collaborate more? Here's why!
Most of what is written about collaboration is positive. Even hip. Collaboration is championed enthusiastically by the Enterprise 2.0 experts, as well as leading thinkers like Don Tapscott, as the crucial approach for the 21st century.
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Robert H. Rich, Ph.D., CAE shared this post on Twitter. (December 5, 2011 12:51 PM) |
Association Strategy and Innovation
This is a great list, and resource, for those interested in innovation. 
It may be 104 years old, but the company churns out cutting-edge products like a brash new startup. Here are the secrets of its success. 
Progress and groundbreaking ideas must be led, not managed -- here's how to do it right... 
The following is an excerpt from Relentless Innovation: What Works, What Doesn’t--and What That Means for Your Business by Jeffrey Phillips. 
When I show people our collaboration solutions, I talk about the commercial benefits and the possibilities of changing how we work. I describe how people can now shape their reputation through on-line, public contribution and unlock access to opportunities. Eyes shine. Heads nod. And one of the first questions, invariably, is: “How can I restrict who sees it?” 
How do we think about "business" transformation in our associations as a project that needs in external leader? When to bring in an external expert? This article clearly lays out the case to go beyond insiders. 
What kind of culture does your association have?
Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N' Out, and you'll get a taste of these brands’ vibrant cultures. ... 
The methodology of Hoshin Kanri was new to me, but should be considered by associations. The idea of distributing udnerstanding of shared goals, involving lots of stakeholders, and spreading accountability can help us move away from unproductive strategy techniques to a more participatory system. 
Relationships need to be nurtured over time, instead of transaction by transaction.
Via Maddie Grant 
Perhaps it is time that your association considered bringing on a Chief Strategy Officer. These versatile executives combine an ability to consider the mid-term future (1-5 years) with execution of these strategies. 
As we engage in social networks as associations, we need to learn how to be supportive readers of our members and stakeholders. This article provides specific ways that we should thank them by "hugging."
With tons of bloggers writing numerous articles, how do you say thank you in a meaningful way when you read something you like. Learn what many people are missing when it comes to social media. 
Who says corporate innovation isn't fun? Here's Groupon's amusing marketing trick, complete with press release and behind-the-scenes video. You can't help but laugh at the approach.
Today, Groupon (NASDAQ: GRPN) announced the launch of Clicky, the Clickable Value-Wheel (http://www.groupon.com/clicky). Clicky, the Clickable Value-W... 
Changing an association's culture is hard, but necessary. Younger generations are driven by personal happiness, and won't tolerate negative, unorganized, stressful situations.
As your potential members increasingly seek personal value and direct benefits from joining your association, your organizational culture has an ever-growing influence on members' decisions to join or renew. |
We go to conferences to learn great ideas, but we still don’t know how to make change back in our organizations. This is a problem. Via Maddie Grant 
How to hinder innovation in your organization. 10 "tips"
Success in business is a wonderful thing. But it’s also a double-edged sword. As companies experience success, their emphasis tends to shift to protecting and maintaining the status quo versus considering new opportunities and products. 
You see, strategy is just as important as culture. Without both, success is difficult. 
It's become pretty much common knowledge that great innovation springs from the ability to pull two unlike things together to create a beautiful third. Here's a nice perspective on how to bring people together who can make that happen. 
How can we, as association leaders, benefit from crowd-sourcing our needs? Should we? 
Do you have a mindset of working together or as independent contributors? Sometimes, people resist asking for help.
Have you ever seen a young child try to dress himself? For my three-year old grandson, the buttons are most difficult. He concentrates on each as though it's the world's most important problem and only he can solve it. 
If you haven't enough reasons to read Humanize yet, please check out this blog post by Elizabeth Engel:
"Humanize is genius." 
We don't have a three-to-five year plan. We have a mission and a set of strategic priorities, and every time our leadership comes together--not just at their annual retreat, but every time--we ask what we know about our current position that would warrant a change to either of these items. 
Sometimes, we want to engage our members. Here are some questions that can engage them...at least in discussion.
Are you struggling to stimulate activity in your online community? Do you have lots of members but little participation. Try asking the sorts of questions that stimulate discussion in every online community. 
This post clearly explains how social networks should be used, and the importance of developing relationships with members. It's much better than sending out yet another survey. 
Innovation needs to be a pervasive culture, not just professionalized in specific individuals.
The creation of the innovation consultant marks a sea change. Through the industrialized age, innovation was tied to entrepreneurs; now, it seems to depend on salaried employees who are more concerned about securing their pay checks than with taking the gambles that lead to big innovation rewards. Whether decoupling innovation from entrepreneurship will be successful has yet to be seen.
The case for enterprise social software is so obvious to me that I tell other CEOs their only choice is when they are going to adopt it. Nearly 800 million people in the world use social networking software. Are you going to go where your customers are, where your employees are? Or are you just going to ignore it? One of the many reasons you don’t want to ignore it: Every organization has hidden pools of talent; people who can make important contributions that might be unrelated to their job descriptions. |
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