“Companies that have embraced new ways of thinking about sales are thriving, and those that are trying to do more of the same old business are struggling,” said Errol Greene, director of Verity Insight Partners. “The fact is, not only has the economy changed, but the way people do things has also changed.” It seems the opposite that I have heard from others. “Our members have told me that they don’t want to think differently.” entrusted an Executive Director of a large manufacturing association. “They really just want to get some money from the government to spend until things get back to normal.” What organizations do you think are surviving this economic downturn?
The definition of insanity: doing the same and expecting a different result
Apple could not compete against Microsoft. In fact, the Mac was in such bad shape that they sold part of the company to Bill Gates just to raise capital to stay afloat. Its founder and CEO Steve Jobs was gone and they couldn’t get into the personal computer because Windows was cheaper and more widely sold. When Jobs returned, what was his response? It was no longer about shifting Apple’s focus from computers to wireless handheld devices. The result? The company created its own market where they could dominate. By innovating and doing things differently, Apple has bounced back to the point that they are now bigger than Microsoft.
How to build a sustainable competitive advantage
The key to any organization is how they can build a culture that allows ideas to flow and still meet their short-term production and financial goals. For many organizations, it’s almost like trying to plan a cross-country trip while stuck on a treadmill. It uses a lot of energy to keep moving in place and doesn’t seem to be going anywhere. The key is to allow your greatest resource, your people, to express and generate ideas. The question arises, how do you do it? Here are some quick ideas you can use to help build a culture that is capable of change and innovation.
1. Focus on practical innovation
What is practical innovation? It starts with allowing people to think differently. Give people the tools and rewards to think differently. From there, you can filter the ideas and start creating a strategy. The next step is to implement the strategy and create a series of measures to assess whether that strategy is working. As you assess and address the issues that arise, then you approach the new issues by thinking once more about them differently.
two. Talent management strategy – Go from loyalty to commitment
Recognize people for what they have done and their achievements and not simply for their longevity. Here’s a radical thought: give people the tools they need to find another job! It may seem like a strange idea, but it is the idea of providing relocation internally. Why? Because so much of professional management is based on achievement! It’s the reason we do behavioral interviews. Past success leads to future success is the philosophy behind behavioral interviews. Providing people with career management tools, such as measuring their achievements and creating a resume that reflects what they have done. prior to they leave, you are encouraging people to commit and perform better. If you give them the space to be successful so that they want them elsewhere, they will stay with you. It’s like the old saying goes, if you set them free and they don’t come back to you, they were never really yours to begin with. People, whether they want to or not, have to be entrepreneurs and understand that they are CEOs of their own company called ‘Me Inc.’ And the better the product, the greater the rewards.
3. Create a common language
The fact is, the way people communicate has a direct impact on their ability to innovate. Negatives like “but” and “however” can quickly stifle both ideas and commitment. By creating a common and positive language, ideas flow well and can be created in “real time“A common language not only helps create options, but also encourages people to come up with ideas to find solutions and not just get stuck.
Four. Look at your rewards
People respond to how they are rewarded. When you promote people who keep their heads down and take risks, you send the message to others that this is the way to be successful in the organization is by keeping a low profile. The way you reward people includes promotions, bonuses, recognition, and even penalties. Empowerment is also a type of reward. Show people that you trust them and allow them to execute on their ideas.
5. Take care of your people
If people are stressed or going through a difficult time, it is very difficult to be innovative. Burnout, worry, and anxiety lead to poor performance and therefore fewer ideas. If you really want to get someone involved, give them some space at work to deal with a personal problem. It is surprising that once the crisis is over, how committed they will be to your organization.
6. Encourage real diversity
If everyone agrees with everything, there is an opinion too many. Diversity isn’t about people looking different, it’s about people thinking differently. They recently conducted a poll in a couple of major newspapers and found that more than 90% of people voted for the same person. The result is that these publications have earned a reputation for biased opinions and their readers and advertising are so low that one of them (Newsweek) recently sold for $ 1. Look for people with different backgrounds and careers. Perhaps instead of someone with corporate experience, you hire someone to run your own business. If you’re into high-tech, maybe you’re looking to bring in people from the manufacturing sector. The problem with so many organizations is that they hire people who are “like them”, even if they look different. Disagreements, with respect for the other person, can be a good thing. My grandfather, who owned a very successful department store in Missouri, used to say that sometimes you should listen to your enemies because they will tell you things you need to hear and your friends are afraid to say.
7. Clear communication
Two Business Rules 1) If you promise it before Thursday, deliver it before Thursday and 2) NEVER promise it before Thursday. Be honest with people and don’t make promises you can’t keep. If things change, tell people. They probably already know somehow. Innovation is closely linked to communication. In fact, it is the foundation of innovation. Direct and respectful communication is essential for innovation.
Part of your strategic plan: harness your collective genius
McDonald’s, as everyone knows, is one of the most successful restaurant chains in the world. There is a story I heard about its founder, Ray Kroc. Kroc, like all of us, had strengths and weaknesses. One of its weaknesses, curiously, was innovation. He was a master at creating processes, but what was difficult for him was finding new ideas that could help the company. In the 1950s, there was a problem facing McDonald’s. Many of his customers were Catholic, and at the time, a large percentage of Catholics were not eating meat on Friday. McDonald’s franchisees were demanding that something other than hamburgers be created so as not to lose this valuable market on Friday. Later, Kroc created what he called the Hawaiian burger. It was a chunk of grilled pineapple on a bun. It tipped over like a lead balloon. Fortunately, one of Kroc’s gifts was realizing that he didn’t have all the answers, so he gave them back to his franchisees. Instead, someone suggested that they take fish and bread and fry it and put that product in its place. Thus the Filet-o-Fish was born and became one of McDonald’s staples.
The lesson is that no matter how smart or creative you are, no one comes up with all the ideas all the time. Every organization needs to continually utilize the collective genius of its people. It is, in essence, the only truly sustainable competitive advantage you have in getting through tough times.
