Get Built To Innovate: Essential Practices To Wire Innovation Into Your Company's DNA Ben M. Bensaou Free All Chapters
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PRAISE FOR
BUILT TO INNOVATE
In an era when tech rules the markets, everyone will advise you to
innovate more. Yet no one ever tells you how to do this. Ben M.
Bensaou provides an immensely valuable, nuanced set of
approaches to enhance innovating as a truly organizational process.
This is a must-read for anyone tasked with ramping up their
company’s innovating engine.
—Toby Stuart, Helzel Professor of Entrepreneurship,
Strategy, and Innovation; Associate Dean, External Affairs; and
Faculty Director, Institute for Business Innovation, Haas School of
Business, UC Berkeley
With fresh eyes, Ben M. Bensaou peers backstage into some of the
world’s most innovative companies to reveal a number of elegant
and original concepts and tools. His carefully crafted stories and
well-researched cases will teach leaders how to create a culture of
innovation and reward anyone interested in the science and practice
of innovating.
—Dr. Jon Arsen Chilingerian, PhD, Professor of Health Care
Management, Heller School at Brandeis University, and Director of
the MD/MBA and EMBA Physician Programs, Tufts University School
of Medicine
Copyright © 2022 by Ben M. Bensaou. All rights reserved. Except as
permitted under the United States Copyright Act of 1976, no part of
this publication may be reproduced or distributed in any form or by
any means, or stored in a database or retrieval system, without the
prior written permission of the publisher.
ISBN: 978-1-26-04-6270-8
MHID: 1-26-046270-6
The material in this eBook also appears in the print version of this
title: ISBN: 978-1-26-046269-2, MHID: 1-26-046269-2.
TERMS OF USE
PART ONE
PART TWO
PART THREE
6 Hands-On Creativity
How to Inspire and Empower Your Company’s
Frontline Innovators
7 Coaching Innovation
How Midlevel Managers Nurture the Systems That Make
Innovating Possible
PART FOUR
Acknowledgments
Notes
Index
INTRODUCTION
Why a New Book on Innovation?
More than 20 years ago, I set out to remedy this problem. Since
then, my research, coaching, teaching, and consulting work with
dozens of companies around the world has provided me with the
insights, observations, stories, and systems needed to fill these gaps
in our understanding of how to make innovation work. I’ve been
developing and testing tools and concepts for promoting innovation,
training managers at every level in how to use these tools, studying
the results achieved, and using those observations to refine my
thinking. The result has been an approach to innovation that many
companies have found particularly powerful in helping them enhance
their organizations’ innovative capacity. I believe the set of ideas,
tools, and stories presented in this book can do the same for you.
Many organizations are now discovering that it’s possible to
consciously develop and implement a rational, step-by-step system
for innovating that helps to ensure a steady stream of new ideas and
product or process improvements. In this book, I’ll recount my
experiences in researching and working with some of these
organizations. They include an international array of companies like
BASF, AkzoNobel, Allianz, Bayer, W. L. Gore, Kordsa, Ecocem, Fiskars,
Samsung, Recruit Holdings, Marvel Studios, Domino’s Pizza, and
Starwood, operating in industries ranging from electronics,
chemicals, and building materials to insurance, moviemaking, and
hospitality. These companies are demonstrating that innovating can
become a habit—one that provides an organization with a powerful
advantage over its rivals in the marketplace. And nonprofit
organizations and governmental agencies from around the world are
also following suit, bringing innovative excellence to arenas long
viewed as hidebound and incapable of change.
In the chapters that follow, I’ll describe in detail the roles that
employees at every level of your organization need to play in
implementing this system, from frontline workers to midlevel
managers to the executives in the C-suite. I’ll show that innovating
needs to be not just a “top-down” process driven by mandates from
on high, but also a “bottom-up” and “middle-out” process driven by
empowered leaders in every department. I’ll explain how members
of the I-Team—trained to encourage innovation, to surface the best
new ideas, and to channel them to the parts of the organization
where they can grow best—can be integrated into every department
of your company. And I’ll show how leaders at every level of your
business can use the various tools and process methodologies in my
innovating kit to stimulate fresh thinking and generate the ideas you
need to grow and thrive.
When great shrines like this exist in Burma, on such a vast scale
and with such splendour, it is not much to wonder at if there should
be some specimens of unfinished and abortive undertakings, by
which the kings of Burma, in their ambition to obtain great merit and
a name, sought to equal or excel the great shrines of antiquity, but
which had to be relinquished because the resources, even of
despotic kings, are not unlimited. Such a one is the great unfinished
Mengohn Pagoda, which is built in a pleasant spot on the right bank
of the Irrawaddy, about nine miles above Mandalay. It is supposed
that this must be the largest mass of solid brickwork in the world,
and it is now nearly a century old. It covers a square of 450 feet,
and has therefore an area of 4¾ acres. Its height is 155 feet, which
is much less than it would have been had it gone on to completion.
An Englishman, Captain Cox, was there, and saw the beginning of
this huge structure. He says in his book that there was a great
square chamber built in the basement of the pagoda as usual, to
receive the offerings of the king and the people, and amongst many
peculiarly Burmese and Buddhist articles, such as models of precious
relics in gold caskets, and gold and silver miniature pagodas and
images, the miscellaneous collection included an article of Western
manufacture—a soda-water machine, at that time almost as great a
novelty in England as it was in Burma. Close by this large unfinished
pagoda is the second largest bell in the world; the largest is at
Moscow. An earthquake, which occurred in 1839, cracked this
enormous mass of brickwork, and dislodged a portion of it; but so
solid is it that it would take many earthquakes utterly to destroy it.
Notwithstanding the failure to complete this gigantic enterprise, it
did not deter a later king, the father of King Theebaw, from
attempting a still larger and more ambitious effort. Four miles to the
east of Mandalay there was to have been erected the Yankeen-toung
Pagoda, built of stone quarried from the adjoining hill; and it was to
have been larger considerably than the unfinished Mengohn. The
whole kingdom was laid under contribution to furnish men to labour
by turns, a few months at a time, on this pious work.
After four years’ labour, so vast was the extent that the basement
had only reached a height of four feet. At this stage a French
engineer was called in to make an estimate and report upon it. His
calculation was that if 5,000 men worked every day on the building,
it might at that rate be finished in eighty-four years. It never went
beyond the basement.
Since the annexation of Upper Burma, the practical British mind,
finding the Yankeen-toung stone eminently suitable for road-making,
and seeing that the roads in Mandalay, with its 188,000 people, were
not, up to that time, made of anything better than black clay, has
devoted this stone, intended for the pagoda, with which King
Mindohn had purposed, so to speak, paving his own way to Nirvana,
to the humbler, but more generally useful enterprise of mending the
people’s ways about the town.
CHAPTER XIII.
THE BURMANS.
Of the forty or more different races and tribes dwelling in Burma
and on its frontiers, the Burmans are the leading race: first, in point
of numbers, for they far exceed any of the others; also as regards
position and advantages, for they naturally, as the leading race, have
come to occupy all the best and most fertile soil, all the tracts of
country lying between the great mountain ranges, the valleys of the
Irrawaddy and the Chindwin rivers; and still more in respect of their
prestige, for they have long been the ruling race of this region, and
their language is far more widely diffused than any other. Most of
the other indigenous races of Burma, as we have seen, are demon
worshippers, uncivilised, without a written language, and with many
and wide diversities from the Burmans. The Burmans, however, have
an ancient civilisation, an elaborate religious system, a philosophy
and a literature, and with regard to the arts, handicrafts and
conveniences of ordinary life, are quite on a par with the Hindus.
The present chapter applies to the Burman race.
The Burmans are of Mongolian origin, in common with the
Chinese, Siamese and other inhabitants of the Indo-Chinese
peninsula. Their features plainly show this, especially the almond-
shaped eye, the slightly flattened nose and the almost entire
absence of hair on the faces of the men. They are lighter in
complexion than the majority of the natives of India, and slightly
browner than the Chinese.
They show a marked contrast in many respects to the races of
India, especially in the entire absence of caste. The king was the
fountain of all position in the country. He made and unmade nobles
at his sole will and pleasure, so that there is no hereditary rank or
nobility. There is also no priestly caste like the Brahmins of India; the
Buddhist monks are recruited from all classes, from the royal family
downwards. Except the pagoda slaves, a class doomed to hereditary
servitude in connection with the more important sacred shrines, and
with a few other trifling exceptions, the Burmans as a people have
all the avenues of native life and privilege open to them. This
renders them less fastidious and more approachable than the people
of India, and does away with the withering, blighting effects of
caste. It renders them less conservative also, and makes them more
ready to take up new ideas.
The Burmese language, in common with the Mongolian languages
generally, is monosyllabic, each word consisting of one syllable. Of
course the progress of all languages tends to unite words, and in the
majority of languages this tendency has resulted in the original
monosyllables becoming so united and changed as to be not easily
capable of separation. But in Burmese and other monosyllabic
languages very many names and words are still of one syllable, and
even where they are of two or three, each syllable seems to show a
sturdy vigour of its own, and a determination to preserve its
individuality complete, and not sink into the position of a mere
servant of its neighbours. In pronunciation or reading of Burmese
this appears in a marked degree; and in writing Burmese names one
always feels inclined to follow the pronunciation, and insert the
hyphen between the syllables. Even where there is any disposition of
the syllables to cleave together in the formation of words, in
anything like a permanent form, they readily fall asunder the
moment they are touched for the purpose of critical examination.
SPECIMEN OF BURMESE TYPE.