Poking through 11+ years of posts I find information that’s as useful now as when it was written.
Golden Oldies is a collection of the most relevant and timeless posts during that time.
There’s not a lot on TV that I like, but I used to really enjoy Shark Tank. Past tense; haven’t watched in several years. Why? Two words: lifestyle products. With very few exceptions that’s what was being presented, whether an app, a product or a service. I understand that entrepreneurs create stuff that will get funded, and while I’m not saying they are bad investments or that the entrepreneurs don’t mean well, I am saying that I don’t care about them. They won’t change the world or even improve it. Uber and Lyft are good examples; they haven’t decreased traffic, as they claimed they would, in fact, they’ve increased it. Most in the “life style” category are focused on “personal care.” (Have you noticed that sometime in the recent past “personal growth” morphed into “personal care”?) More packaging in the landfills, more time on the screen, more focus on self — so not my mindset.
Innovation isn’t nearly as mind-boggling today when compared to what startups were doing in the late Seventies/early Eighties when I started working with them.
A recent Reuters report found that the majority of Silicon Valley startup founders that receive Series A funding come from the same pedigreed cohort: either they previously worked at a large, well-known tech firm, a well-connected smaller tech company, they previously created a successful startup, or they come from one of three universities—Stanford, Harvard, or MIT.
It’s been 15 years since I first wrote about the proclivity of managers to hire people like themselves and more over the years showing it leads to homophily and the negative impact that has on a company.
It seems it’s no different for investors.
They are funding people like themselves who were raised, educated and worked along paths similar to their own who they either know or are introduced to them by a friend.
“Like a lot of the investments [Instacart] that have come our way, a friend of a friend talked to us about it, and told us about it, and encouraged the founder and the CEO to come and chat with us. One thing led to another.” –Sequoia partner Mike Moritz
When you fund from a homogenous group, no matter where they are, creativity and innovation are watered down, because those groups tend to be insular and badly interbred talking mostly to each other.
If you’re fishing from a pond of rich white guys, you’re mostly going to get ideas that address the needs of rich white guys.
Poking through 13+ years of posts I find information that’s as useful now as when it was written.
Golden Oldies is a collection of the most relevant and timeless posts during that time.
I wrote this in 2012 and reposted it in 2015. The idea behind it is one the most important and viable concepts a manager (supervisor, team lead, executive) will (can, should) learn during their career. It is the difference between good and great.
As companies grow and managers build their organizations they frequently talk about “weeding out” low performing employees—Jack Welch was a ninja weeder.
If that thought has crossed your mind you might take a moment to think about James Russell Lowell’s comment, “A weed is no more than a flower in disguise.”
As with weeds, there are better ways to look at under-performing employees.
95% of the time it’s management failures that create weeds and those failures run the gamut from benign neglect to malicious abuse and everything in-between.
Weeds can come from outside your company, inter-departmental transfers and even from peers in your own backyard.
What is amazing is how quickly a weed will change with a little TLC.
“Weeds can grow quickly and flower early, producing vast numbers of genetically diverse seed.”
People grow quickly, too, and often produce innovative ideas just because someone listened instead of shutting them down.
And while trust that your attitude won’t change takes longer to build, the productivity benefits happen fairly rapidly.
So before you even think about weeding look in the mirror and be sure that the person looking back is a gardener and not a weed producer.
Poking through 11+ years of posts I find information that’s as useful now as when it was written.
Golden Oldies is a collection of the most relevant and timeless posts during that time.
Creativity and innovation are on every bosses’ mind and they do everything possible to create an environment and/or process to increase it — but it’s not working. In fact, as all those efforts are actually crippling creativity. Join me tomorrow for a look at what’s actually happening.
…a phenomenon that’s been identified by Edward de Bono, the legendary creative thinker. He calls it the “creative pause.” (…)The creative pause allows the space for your mind to drift, to imagine and to shift, opening it up to new ways of seeing.
From HBS’ Jim Heskett’s research question on deep thinking to my own comments on the value of silence, the need for undistracted time and the resulting creativity is well documented.
To be or not to be distracted is an individual free choice and can’t be dictated by others, but it is always wise to look at the consequences of one’s chosen actions.
Distracted driving kills people.
Distracted thinking kills creativity and innovation.
Poking through 11+ years of posts I find information that’s as useful now as when it was written.
Golden Oldies is a collection of the most relevant and timeless posts during that time.
I was reminded of this post Friday when KG shared some thoughts about leadership. The standard saying, “there is no ‘I’ in team” is all too true, but changing a lowercase ‘i’ to uppercase can often alter a word’s meaning substantially.
If you truly want a culture of innovation, then you also need to create a culture of leadership.
Last week I commented that if the ‘i’ in leadership is capitalized it changes leadership to leadershIt.
Whereas leadership can be a great motivator, leadershIt is a guaranteed demotivator.
Visions and other leadership functions done with an eye to self-aggrandizement aren’t likely to resonate whether done by positional leaders, leaders in the instance or those who aspire.
Because initiative and leadership are synonymous, leadership needs to be pushed out of the corner office and spread throughout the organization; doing so will encourage growth, creativity and innovation.
If leadership is the fertilizer then culture is the water, without which nothing will grow, and people are the seeds from which ideas come.
By spreading leadership evenly through out your company garden and watering regularly, leaving no unfertilized or dry patches in which a seed will be stunted or die, you assure yourself a bountiful harvest that will be the envy of your competitors.
Two follow-up posts have more on this topic here and here.
This isn’t a new idea, just a new way of phrasing it; Lao Tzu said it best 4000 years ago, “To lead the people walk behind them.”
The one thing that remains constant in all these discussions is that you always have a choice—this time it’s between leadership and leadershIt.
This week I was reading a post about the top companies to work for. The usual were on the list, Alphabet, Facebook, Salesforce and others. Amazon topped the list for a variety of reasons.
In the news as well is the Chapter 11 Bankruptcy that Toys R Us is filing. As I dug deeper, I also learned that Amazon is considering buying up some of the prime locations that will now be vacant, so they can move further into brick and mortar retail.
I found it pretty amazing that for all the news about retail being a dying segment it’s not actually the case. Instead, we are seeing a right sizing and elimination of poor performers across industries. Amazon is willing to move into direct retail in a way that Toys R Us or others never did. In my mind there are a lot of factors that go into it, but one thing is sure, the culture of a company will determine its outcome.
Now I’m not here to dissect what failed at Toys R Us; in fact I have fond memories of it as a child. As an adult, I was less than overwhelmed when I stopped in and I am not that heartbroken that they are closing.
From an economist’s standpoint I applaud the invisible hand working. However I also realize that decisions made years ago, such as a leveraged buyout, made Toys R Us susceptible to market failure.
What lesson can we pull from these two somewhat unrelated events?
On one hand, you have a top ranked company that wants to move further into brick and mortar retail. On the other hand, you have a major player leaving and many others struggling.
Is our future one where we have only a few spots to shop, Walmart, Amazon and perhaps Target? In that same breath do we also have three competing delivery systems now that Target acquired Shipt?
It probably won’t be that simple, but it does make one think how can we make a positive impact in our own industries.
Are we innovating? Are we looking at the needs of our customers and anticipating the future? Are we digesting data in ways not currently mainstream? These all can lead to greater returns and profits.
A Friday series exploring Startups and the people who make them go. Read allIf the Shoe Fits posts here
There is a myth out there that large companies aren’t creative and don’t innovate.
Not only is it a myth, it’s pure BS.
Watch this video for a look at pure innovation as done by Samsung.
So why the persistent myth?
There’s a great answer in the comments.
In two years Apple will come out with the same thing for their semis, call it iPass, and be lauded as innovators. –CommanderCorner
It used to be that if you built a better mousetrap the world would beat a path to your door, but these days the mousetrap matters less than the mystique of the builder and the skill of the marketers.
I’ve had a lot of inquiries lately from managers who believe their teams have lost their edge.
Productivity is fine and they innovate, but in a predictable, prosaic way.
All were facing the same problem, but none could see that the source was themselves.
It is the same problem many bosses face, including Dan, whom I wrote about seven years ago.
So rather than spend my time and their money identifying the likely cause I sent each one this link and told them to call if they needed additional help.
Oops. Chester Pipkin, founder, chief executive and chairman of Belkin International, blows up all these myths.
Pipkin started his company in the 1980s in his parents garage and the innovation has never stopped — from the earliest days of computing to today’s Internet of things and on to tomorrow.
The company capitalized on the early explosion in personal computing, selling devices that connected computers to printers. Through the years the company has kept pace if not stayed ahead of the changing tech landscape. In 2014, Fast Co. named Belkin one of the 10 most innovative companies specializing in the “Internet of things” thanks to its Wemo line of Internet-connected home accessories.
Belkin is still private, has 1300 employees, a billion in sales and Pipkin keeps a very low profile.
He’s low on ego and high on hands-on philanthropy, as opposed to just writing checks.
Remember Blackberry, better known as the crackberry?
Remember the almost universal predictions of its imminent demise last year?
To paraphrase Mark Twain, “The reports of its death were greatly exaggerated,” and it’s moving towards turning around.
What changed?
The boss and the culture.
When John Chen took over as CEO his workforce was demoralized—no positive news and a constant focus on the problems the company was facing.
And that’s what Chen set out to change.
Instead of a culture focused on challenges, AKA, also known as problems, he crafted a culture of innovation by doing the following (read his post for the details).
Although Chen is focused on turnarounds, his approach and execution is applicable to any boss who wants a culture that attracts good people, motivates them to become great and retains them because they believe in the vision, as well as enhancing innovation and juicing initiative.
As Chen says at the end of his post,
All in all, a turnaround culture is one that enables everyone to pitch in to get things done. That requires focusing on a goal, and empowering employees to take risks and go the extra mile.
Tesla could soon achieve this 500-mile battery thanks to a development in graphene-based anodes, which can reportedly quadruple the density and output of lithium-ion batteries.
However, with the financial support of 48,971 backers, Coolest Cooler has raised a whopping $10,362,461 — making it 20,721% funded. And the campaign doesn’t end until Friday.
The reinvention of the boring, unsexy butter knife is cool enough to attract boring non-shoppers with no little-to-no interest in the trendy—such as my sister. The attraction comes from the fact that it solves an annoying problem—something entrepreneurs should give more thought to doing.
The Stupendous Splendiferous ButterUp, a butter knife developed by Australia’s DM Initiatives, has a built-in grater that is designed to soften butter and make it easier to spread.
Four college guys have developed a solution for women to a problem created by guys. It’s a badly needed product that gives women a simple way to know if their drink has been doctored.
The polish — called “Undercover Colors” — will change shades if it becomes exposed to a drugged drink. (…) Simply dip your finger in the liquid. If the polish changes colors, you’ll know not to keep sipping.
The giant that re-imagined one of the most necessary and embarrassing products on the market today or the ad agency that created a hip way to get the word out.
The company is Kimberly Clark, the product is adult diapers and the agency is Ogilvy & Mather”s New York office.
Adult diapers are used by all ages, often due to injury, and the younger the user the greater the embarrassment at the check stand.
Nearly half of those who experience some form of urinary incontinence are under 50, according the brand. Among the causes are, for women, weakened pelvic muscles that can stem from pregnancy and childbirth and, for men, prostate cancer.
Entrepreneurs face difficulties that are hard for most people to imagine, let alone understand. You can find anonymous help and connections that do understand at 7 cups of tea.
Crises never end.
$10 really does make a difference and you’ll never miss it,