IS SEEING REALLY BELIEVING? Change is inevitable – but for us humans, the ability to adapt with it is anything but. The biggest obstacle to adapting and thriving in shifting environments is in our own heads: Our perceptions. Perception underpins the assumptions and biases that drive every single one of our thoughts, decisions, and actions. Most important, those assumptions and biases are borne from past experience that may not be relevant when coping with a new world.
THE COMPETITIVE ORDER IS RESET IN TIMES LIKE THESE YOU CAN COUNT ON IT: The big lesson from past downturns is that the competitive order within industries is rearranged far more than will ever happen in prosperous times. It’s already happening -- the pandemic has spurred surprising innovation from companies across a wide range of industries, building a new competitive advantage for those bold enough to take action.
For every leader unsettled by rampant disruption, unbounded competition, relentless commodification, and the specter of automation, there is a powerful antidote already inside the organization: the untapped audacity, imagination, energy, resourcefulness, curiosity, eccentricity, and passion of its people. Those fundamental human qualities are the engine of the creative economy—the source of all value. And yet, too few organizations are designed to unleash, mobilize, and amplify that human edge.
MIKE ABRASHOFF'S "NO-LIMITS MANAGEMENT" CREATES A CULTURE OF INNOVATION What organization isn’t searching for a path to inspire breakthrough performance by engaging the employees differently? If you’re among them, this story will inspire some fresh thinking on the subject.
The natural reaction to the Wells Fargo debacle, perhaps within that company and by leaders at other companies looking to prevent similar behavior, is to clamp down and exert more rules and regulations; tighten organizational control. But Management Lab partner POLLY LaBARRE cautions that approach runs the risk of stifling the very innovation and employee engagement that organizations covet. Polly has been a top innovation speaker since her early days at Fast Company magazine; someone whose approach to organizational control was centered around the idea of unleashing the full power and creativity of the people within it by demolishing bureaucracy. Polly's strategies look to make organizations as human as the people who comprise them. I asked Polly to write about the tug between controlling, regulating, and making rules vs. the ideal of setting workers free to find new ways to drive innovation. I hope you enjoy her thoughts here on a fresh approach to organizational control. --------------------------------------------------------- Control by Other Means - The Benefits of Bureaucracy Without All the Costs by Polly LaBarre It was one of the most breathtakingly egregious cases of institutional overreach in recent memory: the widespread fraud uncovered at Wells Fargo last fall. Under bruising pressure to meet wildly aggressive sales targets, thousands of bankers created as many as 2 million accounts for customers without their consent—and kept the racket alive for years with a web of shady practices and tacit executive support.
INTRODUCTION: Consultant and author Polly LaBarre has a brilliant way of creating actionable steps to address complex challenges leaders in organizations face. In this commentary, Polly offers strategies leaders can use to ramp up experimentation that leads to breakthrough innovations. To learn more about Polly LaBarre and watch videos from past speeches, click here.
Smart technology has drastically altered how we operate in everyday life, and the workplace is no exception. These technological advancements have contributed significantly to how businesses operate both in the big picture and in day-to-day activities. With smart technology evolving at such a fast pace, what’s in store for the workplace of the future?
Talking about business disruption is almost becoming a cliché. Upheaval is so prevalent that it’s become the norm. The bigger issue is how to find solid expertise to help you and your organization successfully navigate the different forms of disruption.
Polly LaBarre - a new innovation model helps Lego innovate like an insurgent
NEW BUSINESS MODELS CREATE COMPETITIVE ADVANTAGE The most successful companies today are evolving new business models to create starkly new, more fluid relationships with customers, workers, and owners. They’re rethinking the role of capital (as traditionally defined) and finding they can thrive while owning less and less of it. They are creating value in new ways as they reinvent R&D and marketing. And finally, they’re measuring their performance by new metrics because traditional gauges no longer capture what counts.