"1. Don't aspire to be a good manager. As Peter Drucker said years ago, stable times require excellence and good management. As we transition to a new age, our organizations need more; they need leadership. Don't manage the status quo. Lead the change. Think of yourself primarily as a leader rather than just a manager. Don't simply seek to make improvements in your organization. In the past tinkering could do the trick. These times require deep innovation and transformation."
"2. Don't accept any assumptions about the status quo. If 'it's always been this way' it may be time for a review. For example, don't accept hierarchies: Think networks. Understand that talent can now be both inside and exterior to your enterprise. ... Always emphasize teamwork and knowledge sharing, rather than hierarchy."
"4. Don't have work-life balance -- at least in the sense of trying to escape from work so you can have a life. Work should be fun -- so make work enjoyable and satisfying for everyone ..."
Many people believe creativity cannot be taught. If that's true, then why is Dr. Tina Seelig's course on creativity and innovation one of the most popular classes at Stanford University's Hasso Plattner Institute of Design, aka the "d.school"?
In the book inGenius: A Crash Course in Creativity, Ms. Seelig "has neatly distilled her over 12 years of teaching creativity at Stanford into a compelling framework she calls the Innovation Engine." The Innovation Engine explains how creativity is generated on the inside (knowledge, imagination, attitude) and how it is influenced by the outside world (resources, habitats, and culture).
Are you frustrated? We know we are. Most of us prepared hard for the future we expected, and yet things aren't working out as we had planned.
When the future is unknowable ... how we traditionally reason is extremely limited in predicting what will happen. You need a different approach -"entrepreneurial thought and action." We use a simple shorthand and call it "Act, Learn, Build, Repeat."
Put simply, in the face of an unknown future, entrepreneurs act. They deal with uncertainty not by trying to analyze it, or planning for every contingency, or predicting what the outcomes will be. Instead, they act, learn from what they find, and act again.
Intrapreneur = An entrepreneur in a large organization
"An intrapreneur is someone who has an entrepreneurial streak in his or her DNA, but chooses to align his or her talents with a large organization in place of creating his or her own."
"Smart organizations will seek out individuals who like to invent, innovate and want to be on the front lines of change. These individuals can work independently but even more important can work seamlessly as part of an integrated team structure and also effectively embrace and embody the culture of the intrapreneur’s host organization."
This article is by David Armano, executive VP, Global Innovation & Integration at Edelman, Forbes.
#6 Understand your customers. "Most of Jobs’ success can be attributed to the fact that he really understood his customer and their values. Jobs and Apple truly owned the idea of “user-friendly”, ensuring ease and efficiency in the lives of their customers. Your customers really don’t care about your product, but they do care about themselves and how your product can makes their life better."
#7 Love what you do. "As Jobs once said, “People with passion can change the world for the better”.
"Google provides resources — infrastructure, money, time and people — but most important, a vision that tests most entrepreneurs to think bigger than they ever have before."
At General Electric, A Culture of Risk
"we literally measure employees based on their capacity to take risks in championing ideas, learn from the experience and drive improvement."
At DreamWorks, Permission to Switch Gears "We feel it is critical to empower employees to take risks, move boundaries and test the limits of their imagination. Simply put: individuals must be allowed to fail in order to innovate."
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