Reading this insider recount of how the iPod came to be one cannot avoid being struck by how three keys to successful innovation were present in a big way:
Leadership – Steve Jobs gave the team a goal and then the resources and freedom to work unencumbered by company politics along with a very aggressive deadline.
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There’s an eternal argument about whether private equity investors create value for the companies they buy. The evidence shows that private equity backed organizations generate strong returns for investors, but they’re often blamed for three things:
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The three things I suggested breaking are (1) your professional echo chamber, (2) the boundaries that separate you from your ecosystem and (3) the organizational rhythm. This time I’d like to discuss two additional items on my “to break list”: misconceptions and leaner decision making processes.
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If you have “innovation” in your job title, it most likely means two things: (1) most people have no idea what exactly you’re supposed to be doing, and (2) you have the DNA of a “builder”. Whether you develop products, services, business models or innovative processes, the fact of the matter is that you like “building” new things and hopefully, creating new value in the process.
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Does your organization task you with promoting innovation? Are you required to ensure your employees are creative and innovative? Wondering how to choose who should be the focus of innovation training? how do you actually go about it to produce the best results? Basically – are you tasked with creating organizational processes and mechanisms to ensure that employee creativity is actually channeled into organizational impact?