Disruptive DNA: You are either born from it and if not, learn fast.
Here is the challenge. If a company is born from disruption, it is in their collective DNA. If not, I assert that companies have a “dormant” DNA sprouting in some islands of disruption that are fertile for exploiting, development and mentoring. So, how does one go about waking and growing a dormant DNA? First one accepts this fact and second one goes on a massive mind “finding” effort with a very clear understanding of the challenge.
There is enough here for a nice and long juicy consultancy engagement from the likes of McKinsey, Bean and Corp and this is exactly what most companies do. They go and run for the hills, spend massively and force down ”brilliant” findings which are insights gained from internal resources in the first place.
This need not be the case, however. Knowledge has truly been unleashed. It is everywhere and can be generated almost overnight. One need only go into LinkedIN, for example, start a group and ask questions. The results are simply mind blowing.
The point is this: theories and tools that have been built around social networks, cooperation, crowd sourcing, “intrepreneurship” and internal innovation teams provide a rich source of information and ideas to solve any internal corporate challenge. It is all there and may be a bit disorganized and disjointed, but it is there.
The first thing to do is for the CEO to call an Internal Innovation Summit with all internal resources deemed to be operating at the vanguard of the company’s innovation efforts. This innovation Summit should have three objectives/intents: 1) to understand what everyone is working on; 2) discover and catalogue best practices for all to share and; 3) to “buy and trade” ideas/solutions/.platforms with each other.
There is enough here for a nice and long juicy consultancy engagement from the likes of McKinsey, Bean and Corp and this is exactly what most companies do. They go and run for the hills, spend massively and force down ”brilliant” findings which are insights gained from internal resources in the first place.
This need not be the case, however. Knowledge has truly been unleashed. It is everywhere and can be generated almost overnight. One need only go into LinkedIN, for example, start a group and ask questions. The results are simply mind blowing.
The point is this: theories and tools that have been built around social networks, cooperation, crowd sourcing, “intrepreneurship” and internal innovation teams provide a rich source of information and ideas to solve any internal corporate challenge. It is all there and may be a bit disorganized and disjointed, but it is there.
The first thing to do is for the CEO to call an Internal Innovation Summit with all internal resources deemed to be operating at the vanguard of the company’s innovation efforts. This innovation Summit should have three objectives/intents: 1) to understand what everyone is working on; 2) discover and catalogue best practices for all to share and; 3) to “buy and trade” ideas/solutions/.platforms with each other.
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