The insight-discovery process, which extends beyond a company’s boundaries to include insight-generating partnerships, is the lifeblood of innovation. We won’t belabor the matter here, though, because it’s already the subject of countless articles and books. One thing we can add is that discovery is iterative, and the active use of prototypes can help companies continue to learn as they develop, test, validate, and refine their innovations. Moreover, we firmly believe that without a fully developed innovation system encompassing the other elements described in this article, large organizations probably won’t innovate successfully, no matter how effective their insight-generation process is. – 8 Essentials of Innovation
Now, at the end of every project, or once a quarter if employees have long-term assignments, managers would answer four simple questions — and only four. The first two are answered on a five-point scale, from “strongly agree” to “strongly disagree;” the second two have yes or no options:
1. Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus.
2. Given what I know of this person’s performance, I would always want him or her on my team.
3. This person is at risk for low performance.
4. This person is ready for promotion today.
Trust is built and maintained with these four traits:
- Common ground (we have similar values and objectives)
- Predictability (I can predict your behavior)
- Consideration (you will take my needs into consideration before you act)
- Forewarning (you will tell me before you act in a way that is not in my interests)
via Gretchen Pisano
The more caffeinated you are, the more easily you can succumb to instinctive responses, which prevent you from rising above, setting boundaries, and thinking rationally. Sleep is vital for solving problems creatively and seems to improve emotional control. “You need to be at your best to deal with these people successfully and it’s hard to do that if you don’t get a good night’s sleep or take in too much caffeine,” he said.
“Vertical processes deal with allocating funds and talent via budgeting and planning. Horizontal processes are designed around workflow and are carried out through lateral relationships between departments.”
The old ways of working are literally not working …
We start designing on paper for a number of reasons:
• It’s faster.
• Everyone can contribute (not just designers).
• Nobody gets too attached to the ideas that are generated because they’re so quick and rough. We purposefully use thick markers to make sure nothing gets too precious.
• Did I mention it’s faster?
HT @ Fast Co
“The new paradigm that is emerging is not about stuff … it’s about outcomes and human well-being”
“What we did was create a new interface that gives you a transfer of functional details but also the mood lighting.”