Innovation doesn’t happen in a vacuum, it happens inside of people. In my newest article for Creativity Post, I examine the 10 Practices of the Most Innovative Organizations. The article outlines recent research from the Institute for Corporate Productivity. Check out the excerpt below and read the entire article on Creativity Post.

“Innovation means more than just new products or services. It means improving the process of creating those products, or selling them, or experiencing them, or even improving the ways we manage the people who do all of the above. Perhaps my favorite definition of innovation is Scott Berkun’s: “Innovation is significant positive change.” That change can apply to products and processes, or it can apply to people.

Recently, the Institute for Corporate Productivity published a study surveying some of the top companies and people in the fields of management and innovation. They examined some of the best people management practices at organizations known for innovation and found several ways that those companies develop and manage their human capital…”

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99U: The Peter Principle

April 16, 2013

Moving up in an organization is always a good thing, right? Not so. My newest piece at 99U addresses a phenomenon called “The Peter Principle,” which argues that too often promotions lead people to position they are unqualified for AND can ultimately make sure everyone in the organization arrives at the level of their incompetence. I’ve spoken on the Peter Principle before as a means to explain why bosses sometimes perform poorly, but this pieces addresses one after thought from the principle: why you should think twice before accepting a promotion.

Read the Entire Article Here.

My latest article for 99U is online today. The article looks at one of my favorite practices from one of my favorite design and innovation firms: the Phase Zero Continuum. Simply put, often clients approach Continuum with a fuzzy idea of what they need. So Continuum takes a step back and finds out what the client’s client wants and builds from there. Here’s a brief excerpt, but you can find the whole article at 99U.

“Odds are, your clients hired you to solve one problem or another. If they lack clarity about what they want the end result to look like, it could be because they lack clarity about what they’re trying to solve.  If that’s the case, then perhaps you ought to start your process a step back and find the right problem. It might be best to find the issues your clients’ client dealing with.

One design firm, Continuum, has been doing just that for decades and it’s lead to innovations like the Reebok Pump and the Swiffer mop. They call it “starting at Phase Zero…”

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My latest article for SmartBrief on Leadership went live today. In it, I cover a process wrought with apparently complexity: strategy. Strategy isn’t as complex as many make it out to be. Instead, most strategic planning efforts begin from two simple questions: “where will we play?” and “How will we win?” Read the excerpt below and click over to read the whole piece.

“For too many executives, strategy is a heavy topic. Either it requires a seemingly infinite time commitment, or it is easily mistaken for an organizational vision or (perhaps worse) a short-term operational plan.

If you’re trying to build a solid strategy, then there are a number of resources you can draw from. So many in fact, that it can get a little confusing. Do you run a SWOT analysis, draw up a Five Forces Model, or try and sail into Blue Oceans? It’s enough to confuse even the most senior leaders.

But strategy doesn’t have to be that difficult…”

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In January, I had the opportunity to speak at TEDxOU. I decided to speak about a brutal fact that every innovator has to come to terms with, sometimes their great idea will be rejected. It’s not just a possibility. It’s human nature. I’d love to hear your feedback on the talk below. Leave a comment here or on the talks YouTube page.