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"The most successful innovators are consistently portrayed as possessing a passion that borders on dogmatism. They work tirelessly to bend reality to achieve their vision, with Steve Jobs and his "reality distortion field" serving as the prototypical example.
There's no doubt that passion is a critical component of innovation. After all, innovation is awfully hard work, with plenty of false starts. Rosabeth Moss Kanter teaches that everything can look like a failure in the middle. Mike Tyson puts it another way: "Everybody has a plan, until they get punched in the face." Passion is necessary to keep pushing when the punch inevitably lands."
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But leaders overseeing innovation efforts inside their companies need to be careful of mistaking passion for competence
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Passion only matters if it leads to an innovation that delivers impact, whether that impact is measured in revenues, profits, improved process performance, or something entirely differently.
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"Late last week, we issued the 2010 edition of the Shift Index, updating each metric with new data. Perhaps not surprisingly, given its focus on long-term trends, this edition of the Shift Index confirms many of the trends identified in the original report. In a previous posting, I summarized the key trends revealed by our original report."
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This edition of the Shift Index also goes into more detail regarding the level of passion in our workforce and its likely impact on business performance. In particular, we highlight two dispositions that are closely linked to passion: questing disposition and connecting disposition
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Our proprietary survey of the US workforce indicates that employees who are passionate about their work are twice as likely to have a questing disposition and a connecting disposition.
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"We thought we would kick off our new postings by summarizing some of the ideas from Pull that resonated the most in our many conversations from the last few months. from The Power of Pull."
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he average return on assets (ROA) of US companies has steadily fallen to almost one quarter of what it was in 1965. We're running faster, but still losing ground. There is no sign of this long-term erosion flattening out, much less turning around.
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Value ain't where it used to be. Competition is not only intensifying (pdf), it's changing the source of value creation from stocks to flows of knowledge, and the means for value creation from push to pull.
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