Our current COVID-19 situation is accelerating at an enormous speed and we can only wish that the peak will be getting closer and all our families and friends stay healthy. At the same time, it is not all gloom - it is an excellent opportunity to take responsibility for our own excellence.
The article here - How Will things Be Different When It's All Over? - is rightly asking the question: what can we as business leaders do now to prepare for the next three phases: Rebound, Recession and Reimagination.
Rebound: are your teams aligned with a collective dream? Do we all run in the same direction? And did we establish effective collaboration routines that create transparency while avoiding micro-management? When I talk to teams struggling with working from home, I often hear that people lack motivation, trust, efficient tools, etc.
Recession: one way to react is to shut down everything - total cost management. For me another question is more forward-looking: how can we maximise value creation with the existing assets. That might mean, we can find new customer groups that have an interest in utilising our assets. And we can take the economic slow-down and review our operations and make the fit for the rebound.
Reimagination: here we can be creative and see new opportunities unfolding. And a human-centric approach will allow us to go deep in understanding our existing customers how their needs have changed. Where are the new value generation opportunities? How did preferences have changed? How can I react fast to deliver on this value? Everyone in the organisation is part of the customer journey; in my experience we all need to work closely together to create an experience for our stakeholders.
Back to the article, it suggest a few inspiring success factors:
Thank you, Daniel Benes, for sharing!
End of last year, we initiated a benchmark survey on how different companies experience their journey to accelerate innovation mindsets. How can we fully exploit our potential to deliver novel products, processes and experiences to our customers. We presented a number of activities and traits and asked two simple questions: are these important for innovation? and are they established in your organisation?
Here are the results of this APAC-focussed survey; they show clear indications on where to put energy and where to start:
Find here the complete survey results: The Current State of Innovation - Report.
Big Thank You to all that have participated in the survey!
In the recent months, I am very happy to support various teams in getting more agile. Last week, I had a call from one of the sites: "Tim, we have a huge problem! Some of our experiments have failed and some teams can't finish their projects" - "Hey, that's great! What we are focusing on is that we experiment and learn - getting faster along the way."
In a conversation earlier this week we reflected on this. Cultivating an agile mindset not only means applying the processes and methods for developing new solutions. In the example above, the teams struggle with significantly shorter project times and delivering experiments instead of fix deliverables - as usual, this is a journey.
Therefore, we need to experiment and use agility in applying the methods, concepts and processes of becoming agile. Experiment to experiment, be agile in becoming agile - if that makes any sense.
Implementing visionary solutions is like climbing a mountain. And so is to change a mindset of people. Why not using the same approach to take small steps to conquer the summit?
We at Hive17 Consulting are devoted to creating an environment for people to work with passion, engagement and fun via positive leadership and intrinsic motivation. We believe that it takes more than perfect processes, systems, organizational charts and value statements to make your company successful. Our people need to understand, shape and believe in the change journey. And for us, it is clear that this foundation will unleash people’s full potential.
Where is your heart: in Design Thinking? or in Agile? Both concepts are used a lot in the context of innovation and excellence. I heard a lot of arguments from both "camps" which is superior and that the one is a subset of the other - rich discussions.
What most can agree is that the underlying concepts are pretty similar - why not use both? In programs I have conducted - especially in order to become excellent - I have combined them to accelerate creativity and speed.
There is a huge overlap: both concepts are about empowerment, experimenting, minimal viable products, fundamental concepts of agility (arguably from Lean Manufacturing).
Where they distinguish are in two particular areas; and it is good to understand their strength apply where most valuable. Here is how I make the simple distinction.
> Create Ideas: human-centric Design Thinking helps to go deeper in your understanding of the customers and stakeholders.
> Execute Ideas: the strong focus on iterations in Agile, combined with the scientific approach of measuring assumptions are great to accelerate momentum when solutions are implemented.
How do you see the two concepts play with each other?
Last week, the community of Design Thinking professionals met in Singapore. On Friday, we discussed how culture can be influenced and how Design Thinking might support transformation - very interesting question...
I have started to use Design Thinking in order to cultivate customer value focus, agility and cross-silo collaboration. With great success.
Another thought we developed is around intrinsic motivation. Design Thinking facilitates:
* a clear definition of challenges that supports purpose;
* autonomy due to the focus on empathy (button up thinking)
* the iterative prototyping allows mastery (getting closer and closer to the customer needs)
How do you see the connection between transformation and design thinking?
During the last two days, the regional Design Thinking community met in Singapore to exchange experiences, thoughts and questions. Here my key take-aways...
"Experience design is about *real people*, real life; let's focus on empathy and ethics."
"Idea creation is *messy and random*; don't kill it with KPIs."
"Use Design Thinking as a *pull* to a new way of working."
"Continuous improvement brings detractors to passives; experience design brings passives to promoters."
"Good design is about an integrated view of the entire business and brings alignment across all stakeholders; that is where the value comes from."
"Design thinking transforms to drive value creation, better collaboration, a culture of experimentation and a common purpose."
A big thanks to the organisers, speakers and participants! I enjoyed the event a lot.
This is where diversity meets innovation. Do you want to through the ball very far? Then you will get more crazy ideas when you connect with people that are different from you: different departments, different regions, and why not with your customers and suppliers?
Diversity for me means to absorb insights and opinions from any person you interact with; irrespective from their gender, race, education, hair colour, social status, etc. This is the start of deep learning.
While supporting large corporate organisation, I often hear that we need more entrepreneurship. What makes entrepreneurs so special and different?
as start-up there is no other way than to deep-dive into the needs and insights from your customers; in the corporate world, there is a huge lack of this mindset; and it starts with identifying, who is my customer
2) taking risks
no risk, no reward; following the beaten path, the safe path is the quickest way to failure as an entrepreneur; most larger organisations stop to experiment and create a culture that builds on fail-safe results
people start their own, successful business based on a strong belief, a product or solution they are passionate about; corporate leaders often fail to create a purpose the people in the organisation care about
how will you cultivate entrepreneurship in your organisation?
When looking at the key drivers for innovation in general, we identified three main elements to focus on:
* Value creation: create a good understanding of the needs and insights of our customers and then focus on delivering value to the customers
* Taking risk: create an environment where people are encouraged to experiment and instil entrepreneurship
* Leadership: guide people with purpose and be mindful to be a role model in the journey to create an innovation culture
Other elements that have highly scored as well are setting the right targets, focus on speed, learn from diversity and facilitate collaboration across silos.
Where do you see the key drivers for innovation?
First we created a good understanding of the needs and insights, which helped to explore a wide range of ideas. Then the teams crafted prototypes and presented their pitches.
All these activities will greatly impact manufacturing excellence; and we can already see the positive impact we made on the people; triggering mindset shifts and better work relationships:
"We were able to bring issues on the table with a smile and positive energy; this was never possible before."
"Imagine your phone is in your ear. And you can make the screen fold open in front of your eyes and then we call each other, see each other. And I can share photos with you as well..."
What a brilliant idea! Who's intelligent mind is behind that? My six-and-a-half year old daughter.
This is a great reminder that creativity is where we don't expect it and hidden in all of us. We need to focus on letting it come out.
That's the mindset we will need for the upcoming Innovation Hack Days in Bangkok this week.
It is always exciting to start something new. This week in Thailand, we launched an Innovation Program to drive Operational Excellence for the production site here.
Inception of a new way of thinking: accelerating results with focus and structure. We defined six opportunity areas which we will work on over the next 12 months.
What I have learned? Build on existing activities and explain based on examples - keep this in mind.
This week, I spend one and a half days with the diverse BPO team in Singapore. We discussed how to lead with positivity, define meaningful and actionable objectives and tried ourselves in creative solution finding.
What did I learn? Yes, people like crazy ideas and they are important as inspiration to start things in a new way.
“If we keep doing the same thing,
we keep getting the same results.
In order to grow, we all need to start
doing things differently!”
Last week we have reflected on the innovation program for our R&D team in China.
a) a structure to regularly interact, be creative and execute these ideas is leading to success
b) we need to focus on two type of innovation: one driven by market needs; another driven by cutting-edge technology
c) we need to cross more silos; engaging with more people in other functions, other regions, etc.
Thank you very much for your continued support!
Day 1 - Great networking and discussions today with peers in operational excellence. My first impressions:
- Focus automation on areas with minimal viable products; and don't forget to clean-up your waste first
- Operational excellence is bottom-up and top-down at the same time
- Start your transformation journey with the 'why'; and then experiment in high speed to create tangible results
- Yes, you can have a global IT organisation with only three hierarchical levels - implementing self-organising teams
- Who owns the customer journey in the company? Ideally the Operational Excellence unit; it is a cross-functional topic
Day 2 - Excited about the feedback I have received for my presentation about People Excellence; people are not machines and we thrive with freedom and passion.
Though the day continued to be exciting with many insights; here is what I got out of it:
- Operational Excellence is not a nice to have - it is about surviving in the market
- Rule-based activities can be automated with a bot; a great opportunity to up-skill people and engage them in more meaningful activities
- Employee Experience is a broad journey with social, physical and technical aspects; and requires a wide set of methods
- Drive agility by moving the focus (30%) from big ticket improvements to small Kaisen improvements
- Create an environment that allows and pushes experimentation; this is one of the foundation for transformation initiatives
- Ownership and curiosity easily compensates for the lack of expertise
Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.