The document discusses what makes organizations innovative. It states that companies can hire high discovery-quotient people at all levels and encourage risk-taking and experimentation. Processes must also be efficient and follow models like IDEO's design thinking approach. Finally, an organization's culture, like Apple's emphasis on thinking differently, can drive innovation when embodied by the company.
The document discusses what makes organizations innovative. It states that companies can hire high discovery-quotient people at all levels and encourage risk-taking and experimentation. Processes must also be efficient and follow models like IDEO's design thinking approach. Finally, an organization's culture, like Apple's emphasis on thinking differently, can drive innovation when embodied by the company.
The document discusses what makes organizations innovative. It states that companies can hire high discovery-quotient people at all levels and encourage risk-taking and experimentation. Processes must also be efficient and follow models like IDEO's design thinking approach. Finally, an organization's culture, like Apple's emphasis on thinking differently, can drive innovation when embodied by the company.
The document discusses what makes organizations innovative. It states that companies can hire high discovery-quotient people at all levels and encourage risk-taking and experimentation. Processes must also be efficient and follow models like IDEO's design thinking approach. Finally, an organization's culture, like Apple's emphasis on thinking differently, can drive innovation when embodied by the company.
As discussed above, the competitive nature of the global economy both drives innovation and needs innovation to thrive. What can organizations in todays fast paced world do to keep up with their rapidly innovating competitors? Companies can make smart hires. People monitor and maintain an adequate proportion of high discovery-quotient people in every management level, functional area, and decision making stage of the business process. Employees in every department must take risks and have the courage to innovate. They must follow the innovators DNA model and question, observe, network, and experiment. Finally, to draw everything together, they must apply cognitive skills to synthesize novel inputs from their behavioral skills. Processes must be efficient and well thought out. For example, IDEOs deep dive and design thinking exercises work very well for what they do. They discover, interpret, ideate, experiment, and evolve. Finally, it is the founding philosophy of the company that shapes the culture of the organization. The culture of Apple is to Think Different, a principle they still embody today. It led them to lead the digital music revolution and to build the best computers in the world. They have a highly secretive culture, but it works for their company. Tesla also is another company with a distinctive culture. Teslas view is that theyd like to innovate so fast that they invalidate their own patents. Other companies like Google, Facebook, and Amazon embrace different types of cultures. Taking the time to go through companies whose products or services I interact with daily was very interesting to me, and I would love to have spent more time on this so that I could have learned more about the companies whose products I use.