Roger La Salle
There is a commonly used saying that “Research is about turning money into knowledge” and “Innovation is about turning knowledge into money”. Governments generally define research as activities that entail technical risk. In other words, there is no guarantee of a useful outcome. Governments the world over provide research funding clear in the knowledge that there may be no commercial result, but none the less, developed nations place research high on their must do agendas. However, research is usually a long term activity, seldom embraced by Small and Medium Enterprises (SME’s) that need quick wins and short time to market.
Innovation entails little risk Innovation on the other hand is an activity that if done properly can be done with very little risk at all. Generally Governments provide handsome subsidies for businesses wishing to embrace innovation in terms of product development. Further, in Australia there are also handsome subsidies for companies that wish to have their staff learn and experience the tools of innovation and opportunity capture. These tools are of course aimed at inspiring innovation and commercialisation to bring innovated products to the market with little risk of failure. Innovation or Creativity? One of the barriers to innovation lies in the confusion between real innovation and opportunity capture and so called art of creativity. This latter term is somewhat abstract and perhaps may be better confined to the arts and entertainment rather than real hands on innovation.
Understanding the difference is paramount in developing an innovative culture. To embrace so called “creativity” may result in all sorts of “hair brained” activities that may be fun in the workplace but seldom produce real value added low risk innovation. Take advantage of the offerings The knowledge that the government provides assistance for both research and innovation activities is not all that widely known by may SME’s. I suggest companies get to know of these generous packages, take advantage of what is available and innovate, or perhaps tomorrow you may be extinct.
Roger La Salle, is the creator of the “Matrix Thinking”™ technique and is widely sought after as an international speaker on Innovation, Opportunity and business development. He is the author of four books, Director and former CEO of the Innovation Centre of Victoria (INNOVIC) as well as a number of companies both in Australian and overseas. He has been responsible for a number of successful technology start-ups and in 2004 was a regular panellist on the ABC New Inventors TV program. In 2005 he was appointed to the “Chair of Innovation” at “The Queens University” in Belfast. Matrix Thinking is now used in more than 26 countries and licensed to one of the world’s largest consulting firms.
by Ian Berry. Copyright. All rights reserved worldwide.
Change management in my view, like strategic planning, is an oxymoron.
Change initiatives are highly successful when leadership (both as something we do for other people as well as for ourselves) and management, are thought about and acted on in partnership rather than as the one discipline.
People everywhere confuse strategy and planning, two completely different disciplines. Think about the two together at your peril. Strategy is about how and planning about execution, who will do what and when. The consequences of confusing the two, or thinking about the two at the same time, are usually that great strategies never see the light of day, they get buried in massive documents that just gather dust, or worse, great strategies never get executed.
Confuse change and management or think about the two at the same time and likely that you will suffer a similar fate, what you want to change, won’t.
Successful change is about primarily about leadership. Leadership as John Maxwell has observed is “about influence, nothing more, nothing less.”
I define leadership as the art of inspiring people to bring everything remarkable that they are (that one-of-a-kind each of us is) to everything they do
Leadership falters and usually badly, without management.
I define management as the practice of making it simple for people to bring everything remarkable that they are (that one-of-a-kind each of us is) to everything they do
Change like people can’t be managed. What we can do is manage the systems and processes that will help us to bring about the change/s we are leading.
In all of my work with clients on change initiatives I follow the famous 8 steps of leading change put forward by John Kotter in his 1996 book Leading Change.
I reread this classic book on a plane recently more than a decade after first reading it. Kotter’s work has lost none of its power and I still think it is a must read book for anyone leading change particularly as there is a lot of talk about change management when in my view clearly, successful change is much more about leadership that it is about management. It is about both however, together in harmony.
How well are you succeeding in the change/s you are leading?
Please consider carefully my 13 reasons why most change initiatives fail:
#1. The people charged with making the change happen don’t really believe in it and therefore their work is half-hearted at best
#2. The change program is designed to take too long and the status quo wins
#3. The expectations are unrealistic
#4. People are not genuinely appreciated when they do well
#5. People are not held to account when they fail to perform as they agreed they would
#6. Measurements of progress are poor or non-existent
#7. Desired change is actually problem solving which usually means a return to the status quo rather than real innovation
#8. Intentions, emotions, and thinking doesn’t change and therefore any behaviour change that may happen doesn’t last
#9. There isn’t a real shared-view about why the change is crucial/essential
#10. There isn’t a real shared-view on how the change will happen and who will do what, and when
#11. Leaders don’t understand all change is personal first, relationships second, and organisations third
#12. Leaders don’t personally change
#13. Broken relationships remain broken
Great leadership in partnership with great management removes all of these reasons for failure. Crucially the first step on any journey to success is about great leadership and it is great leadership that sustains change. Great management supports great leadership. Great management is very little help to poor leadership.
The people I meet generally fit into one of five categories as illustrated below. And a further general rule is that the people in the two categories on the left often don’t know that this is how their employees perceive them!
How do the people you work with perceive your attitude to change?
Change is hard say some.
I believe change is simple when we observe and adapt the principles of thriving on the challenges of change that we can see and experience every single second of every single day in the change happening to us and all around us.
To be successful does require work and often hard work but change itself is not hard.
Consider the foal as she struggles to stand for the first time almost immediately following her birth. Consider more the leadership of her mother inspiring her offspring to take the natural first step into life.
“Life is what happens to you while you’re busy making other plans.” John Lennon
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” Charles Darwin
“Be the difference you want to see in the world.” Ian Berry
Since 1991 Ian Berry has worked with business owners and leaders worldwide to conceive and achieve highly successful change initiatives. A business speaker at conferences, events, and in-house meetings internationally Ian is the author of four books including his latest Changing What’s Normal.
For more information visit www.changingwhatsnormal.com
The Professional Conference Organisers Association have appointed Maxine Tod to the newly-created role of Director of Business Partnerships. Maxine will bring a wealth of experience to the role, having previously worked for 13 years as International and Domestic Business Development Manager, Palazzo Versace.
Maxine worked from December 1999 to September 2000 on the pre-opening of Palazzo Versace, the world’s first full fashion-branded hotel. When the hotel opened Maxine became an integral part of the sales and marketing team, remaining with Palazzo Versace for the following 12 years. Her responsibilities as a business development manager covered domestic and international MICE business, attending trade shows, and hosting domestic and international media familiarity tours.
During Maxine’s years at Palazzo Versace she used her contacts and knowledge to secure partnerships with corporates and major airlines within Australia and New Zealand.
Maxine has continued to expand her contacts within the industry by working in a liaison role for Tourism Events Queensland, helping showcase the attractions Queensland offers by touring with travel groups and media.
Maxine’s exposure to the hospitality and conference industry began in New Zealand where she worked for a major new hotel built by one of the country’s two main brewing companies in Hawke’s Bay.