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Innovation & Institutions, Will it Blend?
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Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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World for What It Is, or What It Could Be? Elon Musk, Tesla Motors

World for What It Is, or What It Could Be? Elon Musk, Tesla Motors | Innovation & Institutions, Will it Blend? | Scoop.it

We need people who can execute ...including mastering acceleration.


Elon Musk

Recently featured in a Wall Street Journal article, Musk is compared to Steve Jobs, another visionary, and is then discussed as follows:


Elon Musks's ambitions soar even higher...


His electric-car company Tesla Motors aims to remake the way we drive, while the ultimate goal of his rocket company SpaceX, he said, is to travel to Mars and help build a self-sustaining base there.


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We need people who can execute. Too often people jump ship before they see an idea through...

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Skepticism?  ...each time Mr. Musk delivers a better, less-expensive electric car or launches another rocket successfully, he proves his doubters wrong.


...he co-founded a multibillion-dollar company called PayPal.


...Musk...taught himself to code and program software by the age of 12.


After ...leaving a PhD program at Stanford, Musk dedicated himself to the three important problems that would most affect the future of humanity.  "One was the internet, one was clean energy, and one was space."


All three are revolutionary spaces, and to work in all three most certainly requires an individual willing to completely reinvent himself and his expertise to change course as needed.


We need people who can execute. Too often people jump ship before they see an idea through and don't even begin to master the competency of acceleration before they are onto the next thing.


Related posts from Deb:

     



Deb Nystrom, REVELN's insight:

Originally posted on my Change Leadership Watch stream, it also is highly instructive to the innovation theme, especially with the lessons of staying-the-course with the new idea and execution.  ~ Deb

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Deb Nystrom, REVELN's curator insight, July 10, 2013 11:01 AM

The Tesla story has elements of sensing the future that can be instructive for anyone in a change space including innovation.  ~  D

Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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Innovation, Impact, Change Words: Enough Talk, More Do | The Nonprofit Quarterly

Innovation, Impact, Change Words: Enough Talk, More Do | The Nonprofit Quarterly | Innovation & Institutions, Will it Blend? | Scoop.it

This matches my current experience.  Does it match yours in the fields of innovation and change leadership?

 

Excerpt:  If you’re a nonprofit news junkie, you know it’s nearly impossible to go a day without reading or hearing the words “innovation” and “impact.

"It’s little surprise, then, that collective eyes are beginning to roll when the terms innovation and impact are tossed around with little explication as to what they look like on the ground and within a more systematic framework. So, maybe it’s time to start putting our money where our mouths are and get serious about assessing what, exactly, is true innovation; and, most important, what are the kinds of innovation that lead to real impact—especially those that can be rigorously assessed and measured..."  Source:  @npquarterly 


Via Karen Steffensen, Deb Nystrom, REVELN
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Scooped by Deb Nystrom, REVELN
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A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo

A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo | Innovation & Institutions, Will it Blend? | Scoop.it

"Pushing an innovation plan forward?  Here comes the first major obstacle instead of a much-needed catalyst, for the rapid plummet to the bottom, roller coaster style in this 'pulp innovation' chapter change story."


This innovation series includes a set of chapter pulp fiction stories, complete with cliff hangers, setting up a series of cautionary tales of how to create innovation as a sustainable, repeatable business process.  


This episode of Jeffrey Phillips's series involves the destablization of those leading change to an innovation culture.  Enter the other staff manager with enough “bandwidth” to actively participate, which means those not senior enough to speed the work.


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The annual planning cycle, that recurring monster better known ...as the idea killing process...with no ambiguity and no room for error.

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Excerpts:


After the usual pleasantries, Susan and I set out an ambitious plan to build an innovation team, encourage incremental and disruptive innovation throughout the organization and start building innovation communities...


...it seemed that everyone else had a different perspective or intent for our project.


“Great. Do you think we can have new products in the pipeline so we can get budgets in place during the annual planning cycle?”


The annual planning cycle, that recurring monster better known to innovation experts as the idea killing process. There’s no business process or decision making apparatus less welcoming to innovation than the annual planning process, a place where great ideas go to die.


...A rigid, microscopically managed process with no ambiguity and no room for error. ...While the revenue numbers may be a bit inflated and fanciful, the projects that get approved go under a ROI microscope, which inevitably means that many innovative ideas are rejected.


By the end of our first meeting I’d reached the bottom of the roller coaster. ...Even though we had open channels to Brockwell, I didn’t think it would matter. ...


Perhaps we should recruit Mr. Kasamis.”  “Doug Kasamis, the chairman?” ...if he is willing, he could rally most of the organization to a significant change.”


Read the full post here.

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Rescooped by Deb Nystrom, REVELN from Spaces for Innovation
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Innovation is About Execution, Despite the Myths - Forbes

Innovation is About Execution, Despite the Myths - Forbes | Innovation & Institutions, Will it Blend? | Scoop.it

Most people think innovation is all about ideas, when in fact it is more about delivery, people, and process.

 

Vijay Govindarajan and Chris Trimble, in their book “The Other Side of Innovation: Solving the Execution Challenge” have done the best recent research on this subject.

 

For example:  Myth:  Effective innovation leaders are subversives fighting the system.

 

Fact:  Effective innovation leaders are not necessarily the biggest risk takers, mavericks, and rebels. The primary virtue of an effective innovation leader is humility. What you want is integration with real world operations.


Via Karen Steffensen
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