Sublime
An inspiration engine for ideas
Steve Jobs on happy accidents: "Process makes you more efficient. But innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we’ve been thinking about a problem. It’s ad hoc meetings of six people called by someone who thinks he has
... See moreIf you can set up the rules and bureaucracy such that they allow good innovative ideas to have a path to execution, then you don’t need to distinguish between good ideas that come from a special innovation team from those that come from everyone else.
Mark Schwartz • War and Peace and IT: Business Leadership, Technology, and Success in the Digital Age
There is a large literature on how to generate new ideas—brainstorming, meditation, visualization, collect many before evaluation, hypnagogia, adopting another’s point of view, “what if . . ?”, imaginary mentor, and others. Yet John Dewey’s original argument remains sound. He wrote that the most reliable source of new design ideas is “reflection” o
... See moreRichard Rumelt • The Crux: How Leaders Become Strategists
Second, companies need to make sure that a self-organizing project team is overseeing the new-product development process.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
In the second phase, tacit knowledge shared by, for example, a self-organizing team is converted to explicit knowledge in the form of a new concept, a process similar to externalization.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
In 1962, Karou Ishikawa introduced “quality circles” and offered a course through JUSE. You might think of it as a kaizen continuous-improvement club. Workers whose jobs overlapped would work together to increase productivity flows between each other.
John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
As some organizations move to more autonomous teams and agile practices, the link can be lost between executives’ desired customer value and the delivery of the work. The autonomous team relies heavily on the role of product as the “glue” that brings diverse perspectives together and aligns them with the portfolio team and customer expectations.
