The Idiot Savant’s Guide to Accelerating Culture Change

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Imagine, for the moment, that you have been tasked with the challenge of addressing the need for "culture change" within your team, department, or entire organization. I'm assuming you didn't go to graduate school in "culture change" and that you also have a lot of other stuff on your plate. Correct? I thought so. Yours is a curious challenge that will require some major clarity on the front end, skillful facilitation in the middle, and meaningful follow-up on the back end.

"Corporate culture change" is a head banger. It's easy to talk about, but hard off to pull off. To increase your odds of success, lower your stress, and help you navigate your way through the maze, here are seven points to consider -- a homeopathic dose of what I've learned since 1987, providing various innovation sparking services to a whole bunch of forward thinking companies. Ready? Probably not, but keep reading anyway.

What you can learn from my (first) startup failure…

In 1995, I had an idea. Internet Telephony had just started. Internet connection was available only through dial-up modems, and not all the time. Voice quality was choppy, delayed, and calls were dropped often. Very few people knew how to use it, and you had to sit by the computer to place those calls using a microphone and speakers. ...

Leonard: 4 pillars of a wise corporate Open Lab

Leonard is the new innovation entity initiated by VINCI, a major player in construction, and concession agreement indutries. VINCI designs, finances, builds, and operates infrastructure and facilities that help improve daily life and mobility for all. I spoke with Matthieu Lerondeau, Leonard Head of Communications & Communities, about the missions, and organization of Leonard.

12 Ways to Make Bad Decisions

Boss Swivel.jpgThere are three things that astound me about most organizations: The cro-magnon way performance reviews are done; the pitiful way brainstorm sessions are run and; the voo doo way decisions are made.

What follows is an elaboration of the third -- 12 common phenomena that contribute to funky decision making. As you read, think of the teams you work most closely with, which of these behaviors describes them, and what you can do to change the game.

1. Selective Search for Evidence: Gathering facts that support pre-determined conclusions, but disregard other facts that support different conclusions.

2. Premature Termination of Search for Evidence: Accepting the first alternative that looks like it might work.

Have You Tried New Ways to Innovate?

After relying on cost and operational efficiencies to grow the bottom line, many businesses are emerging from an innovation slumber post-recession. Now there is an imperative to refocus on organic growth. The importance of innovation in driving this growth is resurfacing to the top of the agenda. For many organizations, there are some radically new behavioural, structural and operational models of meeting this challenge are gaining popularity.

Why R&D Spending has Almost No Correlation to Innovation

A newly released infographic by Visual Capitalist shows that while the US leads in the amount of dollars spent on research and development ($463 billion), it only came in fourth place with the percentage of GDP spent on R&D (2.79 percent), just over half of the GDP percentage invested by South Korea. Beyond Korea, the US is trailing Japan and Germany.