Posts in category: Business Practice

From QMS to CES

From QMS to CES

Businesses need to move from quality management systems (QMS) to creativity enabling systems (CES). “[In a world of radical uncertainty] … Old efficiency thinking based on engineering and rational market models needs to be replaced by a creative intelligence based on...
Liberating lists and the Age of Knowledge Synthesis

Liberating lists and the Age of Knowledge Synthesis

In an always-connected world, the idea of printed listings is dead. The current generation growing up will probably never use an atlas, a dictionary or the White/Yellow Pages in their entire lifetime. What’s an atlas but Google Earth printed on paper. What is the...
IBM 100

IBM 100

IBM Is celebrating its centennial year this year. Big Blue is 100! The most moving and positive aspect of this is the clear role a business can play in leading social evolution. IBM is not a social enterprise. It has not been set up as a means to promote socially...

More on moving from things to thinking

In Ideavirus, Seth Godin observed that “20 years ago, the top 100 companies in the Fortune 500 made something that you could hold in your hands. Today, only 32 make things you can hold. The other 68 traffic in ideas.” Two aspects of this are of primary interest to me....

Superstition kills curiosity

Curiosity, the ability ask “Why?” and “Why not?”; the willingness to set aside our ego, our self-importance and admit to not knowing something, the openness to all possibilities when we are in a state of not knowing – this is the basis for innovation. Curiosity thus...

Decision making drivers

There are things most of us won’t do for profit – say smuggling or burglary. But the more mundane everyday things are less black and white: Using stolen (pirated) software, lying about (spinning) product features in advertising, or deliberately delaying payments. From...

Don’t forget the small things in relationships

It is easy to take the small things for granted until they are lost forever, like losing the bees and frogs from our ecosystem. We don’t miss them until they are gone, and we suddenly realise the unexpectedly significant flow-on consequences. Small things in our daily...

People is the other constant

Change may well be constant. But the single underlying (and tangible) constant in all situation is people. Ergo if we address the people issue from day one, we may well be building up valuable resilience to any damaging effects of change, and the ability to leverage...

From things to thinking

When it comes to business performance tools, we have evolved from the very tangible (computer hardware) to the very ephemeral and human (creativity and innovation) in the short short span of a mere few decades. The rapid pace of evolution of the computing industry is...
The Dark Matter that is consumer-led innovation

The Dark Matter that is consumer-led innovation

“The amount of money individual consumers spent making and improving products was more than twice as large as the amount spent by all British firms combined in research and development over a three-year period.” Wow. From Innovation Far Removed from the...

What cultures value

We can tell what a culture values the most by the laws and prohibitions it sets against the opposite of those values. In other words, the opposite of what is strictly forbidden is what a culture values most deeply. We have laws against embezzlement, price fixing, and...

Freeway driving as a business ecology metaphor

From an operations perspective: You can focus on operating the details of your own car (business) or anticipate the actions of other drivers (your competitors). You can look out the front. Or look out both sides. You can practice defensive or aggressive driving (or...
Innovation is not a business model

Innovation is not a business model

A successful sustainable business need to run on order and predictability. They do so with tested processes and systems that are dovetailed into a particular supply-demand chain. Innovation requires chaos and dynamism. Breakthroughs cannot occur when you are busy...

A change-embracing approach to business process improvement

Four truisms: Improving is not perfecting. Some battles are not worth fighting. Flowing with reality is saner than forcing your way against the tide. Some aspects of human nature are practically immutable. Most businesses start on a process improvement project because...

Most businesses can’t and don’t want to be more innovative

No slack-off time = no innovation. Most of us work too many hours trying to keep on top of our to-do lists. How many have time to think? Let alone thinking, reflecting or reading up on new things. Or exploring new things, new approaches, trying out a new gadget....

Is culture change a fallacy?

Is the fundamental idea behind culture change flawed? Apparently two thirds of change management programmes fail. The broad steps of any change management programme are: Change people’s perception of the need for change. We now need to be more creative because our...
Page 10 of 27« First...89101112...20...Last »