GROWING up the son of Haitian immigrants in the Bronx, Reggie Fils-Amié became the president of Nintendo of America through preparation and making the most of every opportunity. Curiosity drove him to new experiences. He writes in Disrupting the Game: Opportunity came when I saw the potential to achieve in ways that others didn’t immediately see. This led me to often choose untraditional paths that ran counter to expectations. Disrupting the Game is both a memoir and leadership guide. Placed throughout the journey he shares with us are what he calls “The So What.” These are the lessons gained from those experiences that he hopes will provide actionable advice in our own lives. Below are a several of the over forty lessons presented in the book: There’s a fine balance between staying true to your belief versus just being stubborn. Do you truly believe in a particular course of action, or is it your ego talking? When you are making a difficult or complex judgment, it’s especially difficult to know your own motivation. Be honest with yourself. Separate your own desire to be right or win an argument from your own core beliefs. Can you honestly say that you believe in your recommendation because it’s the right thing to do—that you’d get behind it even if someone else suggested it? I learned that opportunity is not simply handed out, like candy at the Bronx bodega. Life is hard and so you must dig deep. Persevere. Demonstrate grit. You take…
The effects of cultural differences for innovation are an interesting and extremely multifaceted topic.
For most of us, it probably goes without saying that cross-cultural and multicultural capabilities are crucial in today’s globalized and hyperconnected world, and innovation is no exception. These capabilities are especially important if you’re working on it in a large international organization, as many of our customers are.
Such an organization must obviously think about how to adapt new innovative products and services to the cultures and unique characteristics of different markets and regions. But, in addition to that, they also need to manage the cultural differences within their organization while trying to innovate. Given that we have customers all over the world, it’s a theme we often get asked about.
And, of course, there’s also the age-old debate about the cultures of certain regions or countries being better suited to innovation to begin with.
So, in this today’s article, we’ll dive deeper on this nuanced topic and each of those three themes around cultural differences in innovation. We’ll also end by providing you with practical advice on how to look at and take these into account in your innovation work.
IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with: I. Anthropologist Grant McCracken on inspiring innovation and creativity: “People who escape familiar groups and make contact with unfamiliar ones become smarter and more creative. “The trick is to invent our own serendipity to establish a cloud of possibilities in which we can spot the telling pattern. “We need ideas we can’t guess we need. We must canvass concepts that are entirely unrelated to our present problem set. Only thus do we give our deeper powers of pattern recognition a chance to work.” Source: Culturematic: How Reality TV, John Cheever, a Pie Lab, Julia Child, Fantasy Football . . . Will Help You Create and Execute Breakthrough Ideas II. Former Boston Celtics coach Brad Stevens on servant leadership: “Do you want to be around somebody who lifts you up, or somebody that breaks you down? That’s why whenever people ask me what’s your leadership style, my answer is, ‘It should be you.’ There’s an authenticity that is needed for leadership. If it’s not real, then it’s not going to work. “You have to be empathetic in knowing that everybody has their own lives, and everybody has something tough going on. You need to make sure you understand that before you coach them.” Source: Getting to Us: How Great Coaches Make Great Teams by Seth Davis * * * Look for these ideas every Thursday on…
Many would-be innovators obsess over ideas, wait for inspiration to strike, and believe that with the right idea, success can miraculously come overnight.
However, as we’ve written before, that’s just not going to happen. In fact, usually the only thing separating the winning innovators from the rest is execution. It makes all the difference in the world, and yet, it’s still a vastly underrated capability.
As part of our coaching program, we’ve asked hundreds of corporate innovators and innovation leaders to reflect on their strengths and weaknesses. And, by far, the most common answer is that they’re great at coming up with ideas and thinking about the big picture but lack the patience and discipline to see things through to results.
As such, it’s safe to say that as a community, we innovators need to take a hard look in the mirror and admit that this an area where most of us have a lot of room for improvement.
So, in today’s article, we’ll explore the topic of executing innovation in more detail to try to understand what the problems associated with it are, and what successful execution of an innovation really takes. This is designed to be a guide to help leaders get it right, but I think there’s a lot that every innovator regardless of job title can learn from.