In an invigorating close to the Growth Summit 16 in Australia and New Zealand in March, Grenny identified our important capacity to influence behaviour, and yet, noted that many leaders are naïve about why people do what they do. When solving influence problems (that is, how to influence someone’s behaviour), we have a habitual method of determining how to do so. There is a need to systematically identify and influence problems in a categorical way, and Grenny outlined just the format in which to do so.Speaking at the Growth Summit ’16 in Australia and New Zealand the other week, Ismail shared a global perspective on the impact of breakthrough technologies and how organisations can leverage these disruptions to grow 10 times faster than their peers. What he refers to as Exponential Organisations (ExO).
“Our book Get Big Things Done, reclaims the conversation from quantity of connections to quality of connections, because having a lot of networks doesn’t necessarily lead to measurable change. The key is a leadership skill, of how you cultivate people, ideas and resources to create breakthrough results.”
Erica asserts that the underlying skill to achieve these results, is Connectional Intelligence. The book outlines the practical application of this skill through real world examples, how we can create such quality connections and how problem solving can be done better.
Despite 100 years’ worth of research, there is still mystery surrounding the cause of creativity and Innovation. Fortunately, Future Thinkers sat down with expert David Burkus to delve into his book, The Myths of Creativity, to debunk some of the mythology surrounding the topic and to gain greater clarity on how Innovative companies and people really generate great ideas.
Creativity and Innovation are the livelihood of any organisation pursuing success in today’s competitive market, however they are not well understood in concept and in practise. Creative mythology surrounds how some of the greatest creators, past and present, invented the products which shaped society.The push by consumers and indeed the taxi drivers themselves for drastic reform to the industry has resulted in a backflip, from many calling for the complete ban of the ride-sharing service to a move towards integration and equalisation of the marketplace. New laws reportedly set to be announced next month will require Uber drivers to pay for a licence for the first time, while taxi owners will be compensated for losing control of a previously competitor free market.The nine-year research project behind this book started in 2002 around a simple question: Why do some companies thrive in uncertainty, even chaos, and others do not? When buffeted by tumultuous events, when hit by big, fast-moving forces that we can neither predict nor control, what distinguishes those who perform exceptionally well from those who underperform or worse?
The research method rests upon having a comparison set. The critical question is not “What did great companies share in common?” The critical question is “What did great companies share in common that distinguished them from their direct comparisons?”
Comparisons are companies that were in the same industry with the same or very similar opportunities during the same era as the 10X companies, yet they did not produce great performance.
Innovation can be radical or incremental and is occurring in all corners of our economy, creating a great deal of wealth and employment, while improving the goods and services offered to consumers. This occurs all the way from the traditional big end of town, in companies such as Toyota and Telstra, through to the ‘new economy’ with a raft of businesses such as Kogan, Carsales, Airbnb and Uber that are based on entrepreneurial ideas and opportunistic new business models.Too often we are told that to be successful in leadership or business, we must fit a certain mould. By applying the lessons of disruptive innovation to personal growth, discovering our own distinctive strengths and following our own unique way of thinking and doing, can we truly form the basis of creativity and dramatically increase our productivity, creativity and happiness.
Greg McKeown, author of Essentialism: The Disciplined Pursuit of Less, knew he had the making of a great book, when he had an epiphany as to why he was at a client meeting rather than at the hospital with his wife and newborn baby. Greg quickly realised, “If you don’t prioritise yourself, someone else will”.
Greg, recently named Young Global Leader by the World Economic Forum and CEO of THIS Inc, a leadership and strategy design agency headquartered in Silicon Valley, sat down with us here at Future Thinkers to explore the fundamentals of his book and to stress the point that the “wisdom of life consists in the elimination of non-essentials.”Technology has changed business as we once knew it… And it’s not stopping either. The changes are quickly advancing. In order to thrive and succeed in today’s fast paced environment, your business not only needs to able to adapt, it needs to remain one step ahead.
Companies can do this by creating a culture built on innovation. One where all employees are encouraged to think outside the box, to challenge the status quo and to answer the questions that have not yet been asked. So, how does one not only encourage innovation, but engrain it so deep into a company’s DNA, that it runs through every employee’s blood?
You can think about innovation in a company like we think about evolution. In an organism’s genetic makeup, mutations can occur that deliver radical changes in its biology. All mutations are random and most are deleterious. Occasionally, these changes deliver a disruptive benefit being favoured in the right environmental conditions. We call this disruption survival of the fittest.
In similar way, change is beneficial – especially for a company. Departing from the norm is a powerful way to move forward in an evolutionary sense and it’s much the same in business. These ‘mutations’ can provide companies with opportunities that would otherwise go unnoticed. These are the times to capitalise on unseen resources, to occupy niche markets and to thrive with no competition. This is when a new species is born, and when a company is innovative.