Are you managing innovation? – well STOP IT!

Running the Hamster Wheel – to disruption

4 months ago 0 0 163

Are you stuck in the hamster wheel- working in the problem rather than on it?   have been presenting to and talking with a lot of senior executives since we have come out of COVID lockdown, and a common theme (which extends to many CEOs I speak to in other settings) is that they are stuck in the ‘Hamster Wheel’ of their business. That is, they have been drawn into working so deeply in the business as they try to navigate the current environment, they have no capacity to focus on much else. The upside of this is that there may be a need for ‘all hands on deck’ to get through and stabilise the business, or in other cases to really take advantage of immediate opportunities. The downside is that no one waits for you to get better, and the ability to work ON your business is diminished as you

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Is your success good enough to last?

4 months ago 0 0 139

Summary: Being successful does not guarantee future success. Human biases impact how we research business success Success can breed ‘expectation’, rather than encouraging staying attuned to your customer Change happens, how are you going to adapt to stay relevant, valuable and fit to serve your customers at their new normal? Research in the 20th century focused on what makes a successful company ‘great’?  Business luminaries like Tom Peters and Jim Collins became ‘gurus’ of the business world by applying research to this exact question. The belief was that the things that make a great company can be distilled from examples of companies that have been successful. This led to a range of ‘business principles’ (like the hedgehog concept from Jim Collins) that became the fads of the late twentieth century management ethos. Years after the initial publications of these works, there was almost a sense of ‘glee’ from parts of

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Making resilience real

10 months ago 0 0 292

In times of extreme change – as we have seen in 2020 – resilience becomes a key property of individuals, teams, and organisations that want to not only survive, but to thrive. Resilience is often used to describe an ‘ability to cope’ – like a spring that bends under pressure that then ‘snaps back’ when the pressure is released. As we have learned from the accelerated and amplified change of 2020 and the COVID pandemic, not everything that changes ‘snaps back’ – which means that the change pressure doesn’t go away, it remains in place and may even get greater. Consider your business circumstance through the pandemic, and in particular what has changed for your customers: What changes have occurred that will now remain as the new ‘normal’? What changes occurred that will ‘snap back’ to the way they were when the change pressure is removed? What changes have been

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Disruptive innovation- Have you got it wrong?

6 years ago 0 0 1801

The idea of disruptive change is very ‘hot’ in business and innovation circles at the moment. There are conferences dedicated to it, books written about it, people who have ‘disruption’ on their business cards or Linkedin profiles. However, my guess is that 90% of people in innovation and business are missing the real point about disruption. In this article I take a look at the idea of disruption, and what businesses can really do to understand it and apply it to their business situation. The source of ‘disruptive innovation’ In 1997, Clayton Christensen published a book called ‘The Innovator’s Dilemma’, in which he coined the term ‘disruptive innovation’ to describe what he saw in some case studies in the computer industry. The term has gained prominence since then, but I believe that it has now ‘jumped the shark’ – and it is time to really understand ‘disruption’ for what it

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A compelling message – or just ‘So What?’

6 years ago 0 0 3291

As part of the process of selling a big idea – whether it is a product or service to a customer, or a message to internal stakeholders- we need a value proposition to help make it understandable by those we share it with. However, too many value propositions presented fall flat, with the customer either thinking – or saying out loud “So What?”. Too many value propositions offer no value, fall flat or are simply uninspiring. A great value proposition is meaningful, contains rich value for the customer and provides them with a compelling reason to change. If we are selling something, we are wanting the customer to change from not purchasing to purchasing. If we are sharing a big idea, we are asking our audience to change their minds and adopt the idea as their own. Either way, the value proposition has to overcome the status quo of what

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The 8 things which will create a perfect storm in your business

6 years ago 0 0 2903

So you have done the company survey, or listened by the coffee machine.  It seems like the jungle drums are beating, and the natives are restless.  The executive team gets together and asks themselves “How did we get like this?”, and wonder at the emerging signs that the culture and engagement strategies have failed. What organisations often find is that the company is not living its stated values, the staff are hardly engaged and the culture has devolved to something just more civil than a cage fight.  And you wondered where your performance had gone? Does this sound familiar?  Too often issues with engagement and culture are identified after these problems are having a real impact on the business and its results.  So many organisations find themselves in trouble and wonder both how they got there, and how to get themselves out. Unfortunately, many organisations find themselves in the perfect

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Why most sales reps aren’t built to perform

6 years ago 1 0 1493

Our customers today have access to overwhelming volumes of information, have so many choices and are ever more discerning.  The ability for our customers to truly understand what we can offer them can simply be lost in the white noise. How we connect to customers and sell them our purpose, our values and our offerings can be critical in cutting through this white noise and drive business success.  Great sales people are therefore a prerequisite of success – and you need them right across your business. As organisations become more social and customer centric, every person within the organisation not only becomes a brand ambassador, but a ‘salesperson’ of the organisation, and for the organisation, to its customers.  The old days of salespeople on the ‘outside’ and everyone else huddled within are definitely gone. So what really makes a great salesperson? If you had to identify the profile that would

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Crisis communication -surviving the crash

6 years ago 0 0 1647

The recent tragic Air Asia crash is yet to be fully understood, and there are many who are directly and indirectly affected by this terrible event. At times like this, organisations need to respond to what has happened, and how they do this will earn them sympathy or support, or else turn the anger of those suffering, the media and the general public against them. So far, Tony Fernandes, the group CEO of Air Asia, has done an outstanding job.  His communication has been thoughtful, timely and well delivered.  It reminds me of Richard Branson, who was an outstanding crisis communicator during the Midlands train crash a few years back, as well as during the space plane test flight crash in 2014. The truth is that a leader and organisation without a crisis plan, and without a good crisis communication approach, will more than likely be out of business two

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Why I will never be an entrepreneur….

6 years ago 0 0 982

So many people who start businesses love to call themselves ‘entrepreneurs’.  I wonder if it is to make them sound like they have made it, or that they hang out with the cool kids? Reflecting on what I do at The Bigger Game, I realised that I am not an entrepreneur, and never will be. For me, being an entrepreneur is being focused on building a business, any business, to the point where someone else will buy it.  It’s about deciding ‘what can I sell’ and ‘how do I scale it’.  The success of entrepreneurialism is measured in what you have.  Not what you do. A florist who is passionate about flowers does not call themselves an entrepreneur, they call themselves a florist.  Regardless of how ‘much’ they have, it is their passion what what they do, rather than what they have, that makes the difference. Entrepreneurs have to be

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