Culture

AI and Digital technologies are creating a seismic shift that has reshaped industries, disrupted traditional business models, and left no corner of the world untouched. At its core, effective AI adoption and digital transformation requires a human-centric approach. Enter Growth Innovation — a blend of methodologies that acknowledges and navigates uncertainty and complexity effectively, enabling businesses to adapt to ongoing disruptions quickly.

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One of the most powerful aspects of delegating outcomes is that it creates accountability. By entrusting team members with achieving objectives that impact the greater organization, leaders create a sense of ownership. Teams and their leaders should collaborate to define their missions, outcomes, and metrics that measure progress toward the desired result. In order to establish sustained growth check out our 3 principles and proven coaching behaviors to delegate work effectively.

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Brant Cooper discusses what innovation truly means and why so many organizations fail at it. It often means something different to varying members of the organization. It needs to be defined by the organization, then shared with everyone.

While “innovation” might be one method of achieving priorities and goals, having an innovation mindset is required no matter the pursuit. The innovation mindset is characterized by behavior reflecting learning and exploration. It’s how to deal with uncertainty.

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The pandemic marked a point of acceleration for corporate digital transformation. The companies that performed the best were digital or had at least adopted a digital age mindset. These organizations are now living in a world where the product is never done and their systems, structures, and processes must reflect that. The product management function is the right group to design, test, and iterate upon those systems.

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Product Management has been a discipline in the business world for several decades. However, it has become increasingly important with the acceleration of digital transformation in large businesses. As organizations continue to adapt to advancements in technology, and increasingly incorporate digital solutions into their products, Product Management will be a critical part of product success and innovation. Product Management will help organizations understand what their customers need and create new products and services that meet those needs for both the short and long term. The Product Management function leads the way in the human side of digital transformation.

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The future of successful innovation labs is NOT to take on the responsibility of invention or figuring out new business models that will disrupt their industry. Rather, it is to become a “center of excellence” for supporting an “innovation mindset” throughout the organization.

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Companies not hitting their targets or attempting to achieve some type of transformation, such as cultural, digital, or agile, are all potential reasons for reorganizing portions of the company. Whatever the reason, the method is often NOT geared towards achieving the desired outcomes. The reality is that the re-org of today tend to focus on cost-cutting and “efficiency” instead of asking the more serious question: “what structure will facilitate and incentivize the behavior we need?”

It should be seen as a chance to re-think and re-align the company’s structure, culture, and mission. In this way, it makes for an amazing work environment where people will be happy to contribute, leading to increased retention and more engaged employees. which in turn will generate the results the organization is hoping for.

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In this episode, NYT bestselling author and founder of Moves The Needle, Brant Cooper goes over the common errors associated with innovation labs and the real pivot they need to make in order to survive their 3-5 year lifespan. 

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Innovation labs have expertise but it's not invention. They excel at exploration work, and exploration is the solution for how companies should deal with uncertainty.
Therefore, we should be turning the innovation lab into a source that can drive exploration using KASE (Kickstart, Accelerate, Scale, Endure).

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Do companies know how to innovate? Should innovation be part of an individual’s job title? Should it be in a job description? Does a company even need to innovate? Most big companies think technology when thinking about innovation, regardless of whether or not they’re technology companies. Startups are often considered to be de facto innovators, but is that the case?

In this episode, Jocelyn Mangan, CEO of Him for Her, joins us to discuss how her social impact enterprise is building the boardroom of the future by addressing the gender gap in for-profit boardrooms to increase diversity. Him for Her’s unique approach overcomes the networking gap responsible for the sparsity of women in the boardroom by engaging business luminaries such as Stacy Brown-Philpot, Reid Hoffman, Jeff Weiner, Eric Yuan, and many more to connect the world’s most talented “hers” to board service.