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19 Aug 09

Great Ideas Aren't Innovation

Ideas Don't Equal Innovation" and I can prove it...It is my hope that today's post will serve to help dispel the myth that ideas are inherently good things. Let me state right from the outset that I place little value on ideas. Not only do raw ideas have little intrinsic value, but they are often very costly. While I stipulate to the fact that ideas can sometimes lead to great things, I also submit that it is more frequently the case that ideas lead to disappointment and disaster

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ideas ideasmanagement innovations strategy decisionmaking competitiveadvantage

The idea should be generated within a solid framework for decisioning. It should be developed as a solution to a problem or to exploit an opportunity. The idea should be in alignment with the overall vision and mission of the enterprise.
Adopting a new idea should be based upon solid business logic that drives corresponding financial engineering and modeling. Be careful of high level, pie-in-the-sky projections.
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- Ideas need to be incorporated into strategic initiatives and not constitute disparate systems. They should be incorporated into integrated solutions that eliminate redundancies, and build in tactical leverage points.

29 Nov 08

Digital Nomads - Measuring Progress In A Dispersed World

In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.

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creativity productivity timemanagement competitiveadvantage ROWE efficiency bureaucracy digitalnomads workflow management measurement

The Competitive Advantage of The Unexpected

As a team that researches productivity in creative industries, we have learned that the sources of inspiration don’t mix well with rigidity.
In return, the mobile workforce must deliver “spurts” of productivity and insight. When bonuses are considered, managers must value the spurts versus an adherence to the daily grind.
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- According to a recent study by AOL and Salary.com, full-time employees work a total of three days a week, wasting the other two. The new era of free-range workers and their managers and clients must embrace transparency, and there must be a fundamental trust shared between colleagues. Beyond deadlines, expense accounts, and privacy, every employee must trust that their colleagues want the best for the company, care about the product, and aspire to succeed in their role.
- The pressure of being required to sit at your desk until a certain time creates a factory-like culture that ignores a few basic laws of idea generation and human nature: (1) When the brain is tired, it doesn’t work well, (2) Idea generation happens on its own terms, (3) When you feel forced to execute beyond your capacity, you begin to hate what you are doing.
- Managers must start to reconsider the conventional assumption that butts in chairs = productivity. In some particularly impressive companies such as Kluster, managers have abandoned the normal societal expectation of work time in favor of “doing work whenever there is work to be done.” Another company, 37 Signals has went as far as implementing a standard four-day work week. Even major corporations such as Best Buy have implemented programs such as ROWE (Results Only Work Environment) which favors performance based on output instead of hours.