Addison Wesley The Lean Mindset, Ask the Right Questions (2014)

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.These days, the lowest-cost GECHAPTER 5 BREAKTHROUGH INNOVATION 155device can be used to administer an ECG in almost any setting in ruralIndia for about the price of a cup of tea.Just as with the ultrasound device developed in China, India s ECGdevices quickly made their way into more developed countries for usein situations where portability, low power, and low cost are important.Immelt s strategy of going local to create disruptive innovation wasbeginning to work.Anna: As I recall, in Chapter 1 you mentioned that AlanMulally s strategy at Ford was exactly the opposite hecentralized car designs and moved away from individualdesigns for each country.M&T: You are right.And this proves that there is no one-size-fits-all innovation strategy.The right strategy depends on the indus-try, the company, and the current context.The idea is to keep thetiny signals of budding opportunities from being lost in the un-avoidable noise of running a successful business.An Innovation ChecklistIf you want your company to survive over the long term, there is nosubstitute for creating an adaptable, innovative organization.Here iswhat that means in practice:1.Give product developers a clear line of sight to their customers.Be careful that roles such as Product Manager or Product Ownerare not implemented in a way that divorces developers fromcustomers.This is a big mistake; it lengthens feedback loopsand confines the creative power of developers to implementa-tion issues.2.Form interdisciplinary teams.Teams cannot be autonomous if they do not contain withinthem all of the skills necessary to understand and address cus-tomer problems.a.Build respect across disciplines.Interdisciplinary teams are not a magic potion that will solveall problems.Getting people in those various disciplines to un-derstand and respect each other is a huge task.156 THE LEAN MINDSETb.Check out your compensation system.Does your compensation system discourage teamwork throughindividual incentives? Does it discourage respect between disci-plines through unequal compensation of different disciplines?3.Disrupt yourself.If you are in a high-tech field, you can count on disruptive tech-nologies to threaten your core business every five to ten years.Itwould be better if you were the inventor of those disruptive busi-nesses, but the only way to do so is to find simpler, cheaper waysto solve customer problems.a.Be skeptical of high prices.Consider Skype, which devastated a telecom industry that sub-sidized local service with high-cost long-distance service.b.Be skeptical of barriers to access content.Andy Grove wanted a law named after himself, and here isthe law he proposed: Technology always wins.You can de-lay technology by legal interference, but technology will flowaround legal barriers.c.Be skeptical of your approach to allocating resources.GE found that its approach to allocating funds to developmentefforts was completely impenetrable for someone in India whohad a good idea for a product that would serve rural needs at alow price.It took a change in organizational structure to allowinnovation to happen at the local level.4.Change what you pay attention to.What you pay attention to sends signals to people about what simportant.a.Stop worrying about productivity.Start worrying about doing the right thing; it s much moreimportant.b.Create a process that encourages experiments.It can be 20% time, it can be regular hackathons, it can be in-ternal venture funding for experiments whatever process youchoose, find a way to encourage teams to conduct quick ex-periments and expect a good number of them to fail. CHAPTER 5 BREAKTHROUGH INNOVATION 157c.Decouple your architecture.Conway s Law21 says the system architecture reflects corpo-rate structure.If you want to decentralize your people, youwill need to decentralize your architecture.Consider platformsbuilt from services.d.Walk in the shoes of your customers.Innovative companies understand what frustrates and whatdelights their customers better than anyone else even betterthan their customers.e.Articulate a high-level purpose.People do not put their heart and soul into increasing share-holder value.5.Develop support systems for innovation [ Pobierz całość w formacie PDF ]

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