Aretha Franklin was a remarkable singer and entertainer and she spread her music in unique ways, so you could feel her aura all the way through the speaker or headset when listening to her. Few people did not know her tunes, have not sung along on the lyrics at parties or on long road trips or have not found a connection to their own emotions in the way she did it with words.
I recently had the honor of attending the 175th Anniversary celebration of Miss Porter’s School, where a high caliber panel of neuroscientists discussed how the mind construes meaning from the arts and ultimately gains joy from the process.
Sure, if you want to forge your culture to become more innovative, dynamic, or customer-oriented, you can work on your values, your people’s behavior, and their mindset.
Women are ambitious. Women are determined. Women are successful. In history as well as in modern life, women have done the impossible – and that, oftentimes, under more than difficult circumstances.
Several comments on a Linkedin post (The Product of Innovation is Ideas) inspired an examination of the fractal nature of ideas. This train of thought has some interesting implications for innovation management and culture.
I’ve been a student of innovation for more years now than I care to count. One of the things that has always made the art of innovation so very enjoyable to me is the fact that every discipline in business is of the belief that they “own” innovation, a premise from which they have each devised a particular flavor of innovation – one that mirrors their perspectives on business.
Design thinking has become a widely accepted and extraordinarily useful methodology for addressing a diverse set of problems and solutions. There's no doubt that its user-centered and iterative approach can radically improve the outcome of new product and service development.
Your organization has a shadow – whether you want it or not. That shadow is always there; it is part of a natural process. However, the shadow is most likely to interfere with your ambitions and strategies during phases of organizational change, and often in unexpected ways.
Company leaders often wish for an organizational culture change, to make their companies more agile, innovative and growth-oriented. What many forget though, is that culture is deeply rooted in the organization’s DNA and unique history. That can make company culture as difficult to change as an individual’s personality.
In working with business leaders around the world, we spend a lot of time talking about the values, philosophies, and cultures they need to guide and nurture innovation in their business. One of the key questions we are often asked is, “how can we drive engagement and ownership in the business for the new things we are trying to do?” …“how can we put some power into our strategy?”