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Innovation Excellence Weekly - Issue 22

Innovation Excellence Weekly - Issue 22

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Published by Braden Kelley
We are proud to announce our twenty-second Innovation Excellence Weekly for Scribd. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-second Innovation Excellence Weekly for Scribd. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.

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Categories:Types, Business/Law
Published by: Braden Kelley on Mar 02, 2013
Copyright:Attribution Non-commercial

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12/13/2013

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March 1, 2013
 
 
 
Issue 22
 –
March 1, 2013 
1.
 
..................................................................... Kevin McFarthing2.
 
……..……………...……
...
….
Jeffrey Phillips3.
 
Innovation Eats Itself 
 
………………………………………………..…..
.
………
Mike Shipulski4.
 
 ....................................................... Tim Kastelle5.
 
Leadership, Timing and Opportunity
.
……………………………….…………
.
Mike Myatt6.
 
…………………
...
………………….
Nicolas Bry7.
 
………..……………
.... Yannig Roth8.
 
……………………………………………
.
…..
Jeffrey Tjendra9.
 
………
....... Adam Hartung10.
 
….………...….
..
Lou Killeffer
Your hosts, 
 and 
,are innovation writers, speakers andstrategic advisors t
o many of the world’s leading companies.
 
“Our mission is to help you achieve innovation excellence inside your own organization by makinginnovation resources, answers, and best practices accessible for the greater good.”
 
Cover Image credit:
 
Making Time for Innovation
 
Posted on 
 by 
A very good friend of mine works for a large, global company with multiplelocations around the world, many of
which are run as “hot desks”. He is in
a position of responsibility, and often finds himself travelling to a different
destination on the other side of the world at short notice. It’s the kind of 
business where looking for ways to innovate is very important, as is timemanagement.Just to clarify, innovation in the core product is a long-term game forreasons of investment and regulation, so the focus is on an innovativeapproach to how things are done.I can therefore understand his deep frustration when he describes the weekly telecon. A large number of people assemble at the same timeevery week around their conference phones. The time is chosen to accommodate as many of the global team and their direct reports aspossible, but inevitably some people are up really early and some really late. There is an understandable impact on operational effectivenessand family life.The first item on the agenda is to understand who is on the line. Given that there are over fifty people on the call
 –
yes, you did read thatcorrectly
 –
this takes some time. The boss then launches into a list of the other items she wants to cover, then starts the meeting. I use the
word “meeting” advisedly here. As I’m sure you’ll have worked out already, this format is not the most effic
ient or appropriate for an exchange of
views, so it simply degenerates into a monologue interspersed with questions directed at the “usual suspects” on the call. “J
im, what do you
think?” wakes Jim up with a start to realize his mind had drifted somewhere else….. And before you know it the hour is up and everybody is
signing off.An agenda is produced in advance, with different people chosen at random to speak on ideas for initiatives to improve the effectiveness of the
business. These often don’t relate to
previous initiatives that are just left to roll on, leading to a large number of projects and a small number ofcompletions. Over time the operating managers have realized the situation, so are sapped of the energy and will to persevere. This is evenbefore the regulatory implications of any change can be evaluated.All that is achieved is the opportunity for the boss to verbally issue instructions that could have been done by email. There is no time toseriously discuss how the business can do things better, no coordinated project structure and no project management. And yet, innovation isexpected. The senior operating managers are expected to improve the way they run their businesses, which of course is the right thing to do.However in the absence of a common approach, managers just do what they think is right for their office. This produces some nice short-termgains but an inevitable fragmentation of practice.

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