Make Room for Innovation: Key Characteristics of Innovative Companies
Lisa Bodell, founder of the innovation research and training firm futurethink, explains that with the right knowledge and tools, everyone has the power to innovate.
Lisa Bodell believes in the power of simplification. She is the founder and CEO of futurethink, a company that uses simple techniques to help organizations embrace change and increase their capability for innovation. She brings her compelling message to over 100,000 people a year, showing them how to eliminate mundane and unnecessary tasks from their everyday routine so that they have more time for work that matters. Bodell has transformed teams within organizations like Google, Novartis, Accenture, and more. Drawing on her practical Midwestern upbringing and entrepreneurial background, she has used the power of simplification to launch three successful businesses, write two books (Kill the Company and Why Simple Wins), travel to over 40 countries and 48 states, and sit on boards such as Novartis' Diversity and Inclusion Board and the Global Advisory Council for the World Economic Forum.
Lisa Bodell: I talk a lot about this in my book Kill The Company, is that there are many key skills that make up an innovative company. And these skills and behaviors I think are important for people to know. I don't think any one person typically has all these skills or exemplifies all these behaviors, but it's important as a small company or your team to have a mix of these so you can be very innovative or better embrace change. So let me tell you what those are. The first is strategic imagination. And what I mean by that is dreaming with purpose. There are a lot of companies that are strategic, there are a lot of companies that are creative, but there are very few that have the blend of both. So you need dreaming with purpose and we call that strategic imagination.
The second thing I think you need is you need smart risk-taking. So you need people that are willing to take risks within certain boundaries and they know what those boundaries are. When we talk about boundaries what we're trying to get people to do is to stop operating with handcuffs and start operating with guardrails, and that's something that a really good company does all the time. The next thing is we think that winning companies or innovative companies are resilient. They do not give up when they are faced with unforeseen challenges, they know that when something fails that maybe that's just getting them one step closer to the perfect solution, but they don't give up.
Next is agility; being able to deal with the wildcards because change is going to be constant. And then finally it's being future focused. So if you're a company that's only looking to the next quarter, and most people say that they aren't doing that but many of them are, that's a problem. You need people that are looking far beyond the next quarter or the next year but actually thinking about trends the next ten or 20 years out to not stay ahead of the curve but look way beyond the curve.
Lisa Bodell, founder of the internationally recognized innovation research and training firm futurethink, explains that with the right knowledge and tools, everyone has the power to innovate. She breaks this down into five key skills:
First is strategic imagination. Original ideas are great, but in order to make your ideas stick you need to dream with purpose.
Second, you need smart risk-taking — experimentation and risk are essential to success, but careless risk-taking can lead to disaster.
Third is resiliency, resiliency, resiliency. Innovative companies understand that failure gets them one step closer to the perfect solution.
Fourth, are you agile? You need to be able to deal with wildcards because change is going to be constant.
Fifth is future focus. You've got to look 10-20 years beyond where the curve is now to spot emerging trends. If your time horizon is quarterly earnings, you've got a real problem.
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What is human dignity? Here's a primer, told through 200 years of great essays, lectures, and novels.
- Human dignity means that each of our lives have an unimpeachable value simply because we are human, and therefore we are deserving of a baseline level of respect.
- That baseline requires more than the absence of violence, discrimination, and authoritarianism. It means giving individuals the freedom to pursue their own happiness and purpose.
- We look at incredible writings from the last 200 years that illustrate the push for human dignity in regards to slavery, equality, communism, free speech and education.
The inherent worth of all human beings<p>Human dignity is the inherent worth of each individual human being. Recognizing human dignity means respecting human beings' special value—value that sets us apart from other animals; value that is intrinsic and cannot be lost.</p> <p>Liberalism—the broad political philosophy that organizes society around liberty, justice, and equality—is rooted in the idea of human dignity. Liberalism assumes each of our lives, plans, and preferences have some unimpeachable value, not because of any objective evaluation or contribution to a greater good, but simply because they belong to a human being. We are human, and therefore deserving of a baseline level of respect. </p> <p>Because so many of us take human dignity for granted—just a fact of our humanness—it's usually only when someone's dignity is ignored or violated that we feel compelled to talk about it. </p> <p>But human dignity means more than the absence of violence, discrimination, and authoritarianism. It means giving individuals the freedom to pursue their own happiness and purpose—a freedom that can be hampered by restrictive social institutions or the tyranny of the majority. The liberal ideal of the good society is not just peaceful but also pluralistic: It is a society in which we respect others' right to think and live differently than we do.</p>
From the 19th century to today<p>With <a href="https://books.google.com/ngrams/graph?year_start=1800&year_end=2019&content=human+dignity&corpus=26&smoothing=3&direct_url=t1%3B%2Chuman%20dignity%3B%2Cc0" target="_blank" rel="noopener noreferrer">Google Books Ngram Viewer</a>, we can chart mentions of human dignity from 1800-2019.</p><img type="lazy-image" data-runner-src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDg0ODU0My9vcmlnaW4ucG5nIiwiZXhwaXJlc19hdCI6MTY1MTUwMzE4MX0.bu0D_0uQuyNLyJjfRESNhu7twkJ5nxu8pQtfa1w3hZs/img.png?width=980" id="7ef38" class="rm-shortcode" data-rm-shortcode-id="9974c7bef3812fcb36858f325889e3c6" data-rm-shortcode-name="rebelmouse-image" />
American novelist, writer, playwright, poet, essayist and civil rights activist James Baldwin at his home in Saint-Paul-de-Vence, southern France, on November 6, 1979.
Credit: Ralph Gatti/AFP via Getty Images
The future of dignity<p>Around the world, people are still working toward the full and equal recognition of human dignity. Every year, new speeches and writings help us understand what dignity is—not only what it looks like when dignity is violated but also what it looks like when dignity is honored. In his posthumous essay, Congressman Lewis wrote, "When historians pick up their pens to write the story of the 21st century, let them say that it was your generation who laid down the heavy burdens of hate at last and that peace finally triumphed over violence, aggression and war."</p> <p>The more we talk about human dignity, the better we understand it. And the sooner we can make progress toward a shared vision of peace, freedom, and mutual respect for all. </p>
We’ve mapped a million previously undiscovered galaxies beyond the Milky Way. Take the virtual tour here.
See the most detailed survey of the southern sky ever carried out using radio waves.
Astronomers have mapped about a million previously undiscovered galaxies beyond the Milky Way, in the most detailed survey of the southern sky ever carried out using radio waves.
A new study shows our planet is much closer to the supermassive black hole at the galaxy's center than previously estimated.
Arrows on this map show position and velocity data for the 224 objects utilized to model the Milky Way Galaxy. The solid black lines point to the positions of the spiral arms of the Galaxy. Colors reflect groups of objects that are part of the same arm, while the background is a simulation image.
With just a few strategical tweaks, the Nazis could have won one of World War II's most decisive battles.
- The Battle of Britain is widely recognized as one of the most significant battles that occurred during World War II. It marked the first major victory of the Allied forces and shifted the tide of the war.
- Historians, however, have long debated the deciding factor in the British victory and German defeat.
- A new mathematical model took into account numerous alternative tactics that the German's could have made and found that just two tweaks stood between them and victory over Britain.
Two strategic blunders<p>Now, historians and mathematicians from York St. John University have collaborated to produce <a href="http://www-users.york.ac.uk/~nm15/bootstrapBoB%20AAMS.docx" target="_blank">a statistical model (docx download)</a> capable of calculating what the likely outcomes of the Battle of Britain would have been had the circumstances been different. </p><p>Would the German war effort have fared better had they not bombed Britain at all? What if Hitler had begun his bombing campaign earlier, even by just a few weeks? What if they had focused their targets on RAF airfields for the entire course of the battle? Using a statistical technique called weighted bootstrapping, the researchers studied these and other alternatives.</p><p>"The weighted bootstrap technique allowed us to model alternative campaigns in which the Luftwaffe prolongs or contracts the different phases of the battle and varies its targets," said co-author Dr. Jaime Wood in a <a href="https://www.york.ac.uk/news-and-events/news/2020/research/mathematicians-battle-britain-what-if-scenarios/" target="_blank">statement</a>. Based on the different strategic decisions that the German forces could have made, the researchers' model enabled them to predict the likelihood that the events of a given day of fighting would or would not occur.</p><p>"The Luftwaffe would only have been able to make the necessary bases in France available to launch an air attack on Britain in June at the earliest, so our alternative campaign brings forward the air campaign by three weeks," continued Wood. "We tested the impact of this and the other counterfactuals by varying the probabilities with which we choose individual days."</p><p>Ultimately, two strategic tweaks shifted the odds significantly towards the Germans' favor. Had the German forces started their campaign earlier in the year and had they consistently targeted RAF airfields, an Allied victory would have been extremely unlikely.</p><p>Say the odds of a British victory in the real-world Battle of Britain stood at 50-50 (there's no real way of knowing what the actual odds are, so we'll just have to select an arbitrary figure). If this were the case, changing the start date of the campaign and focusing only on airfields would have reduced British chances at victory to just 10 percent. Even if a British victory stood at 98 percent, these changes would have cut them down to just 34 percent.</p>
A tool for understanding history<p>This technique, said co-author Niall Mackay, "demonstrates just how finely-balanced the outcomes of some of the biggest moments of history were. Even when we use the actual days' events of the battle, make a small change of timing or emphasis to the arrangement of those days and things might have turned out very differently."</p><p>The researchers also claimed that their technique could be applied to other uncertain historical events. "Weighted bootstrapping can provide a natural and intuitive tool for historians to investigate unrealized possibilities, informing historical controversies and debates," said Mackay.</p><p>Using this technique, researchers can evaluate other what-ifs and gain insight into how differently influential events could have turned out if only the slightest things had changed. For now, at least, we can all be thankful that Hitler underestimated Britain's grit.</p>
Apple sold its first iPod in 2001, and six years later it introduced the iPhone, which ushered in a new era of personal technology.