Showing posts with label #New Product Development. Show all posts
Showing posts with label #New Product Development. Show all posts

Monday, 18 May 2015

In and Out of Love...

How commitment and passion equal success



Entering my 3rd career over a relatively short amount of years has thought me many things. From a gut feeling of “where is this going?” to finding out about industry specifics that clash with deep-seated aspirations, there are wide ranges of experience that are encapsulated in ‘my life’. Despite so much content, it was always being my internalised reasons and not the external ones beyond my control that have led to my decisions to leave jobs, industries and even careers.

The journey in life has being many things for me and “boring” could never describe any of them given the experience thus far, which is why I am amazed at where change comes from in my case. When reflecting on career and where to next, the usual attributes such as money, title and function are set aside for a piercing kernel truth. I was successful before and will be again when my passion is engaged that embraces who I am as a person as much as a professional making a commitment to positively impact the world by what I do in my job!” This is where our true power comes from which could be summarised by “success = passion + commitment;”

So not to undo the established idiom of ‘results = pay more money;’ I submit that understanding what motives a person at the core rather then superficially is what we should all aspire to. To explore the above idiom further, some folks relegate employment to a numbers game in the pay cheque and give to the company exactly what they get paid for. They will never innovate a new tomorrow for a company, but that’s ok, chances are the company doesn’t expect it. So, if money and employment has relegated the employer employee relationship to a market transaction, does passion and commitment exist? My view is yes, its part of our DNA, it just doesn’t exist in the employee employer relationship in that particular scenario.

That scenario is classic Market Culture mentality and it kills companies that loose the ability to compensate for the lack of R&D/Innovation capability by having aggressive and well-funded M&A structures.  Such structures depend on relatively cheap capital and continuing access to a network of M&A critical attributes such as market intelligence, contacts and capital funds that specialise in M&A. The casualty in all of this structure is sustainable progress by growing spectacularly in the shorter term at the expense of longer-term sustainability. The larger something is that does not have sustainable structure at ground floor level, the bigger the risk of collapse when it reaches a certain size and height! As my dearly departed Uncle often told me when working hard on his farm as a child, “Start as you mean to finish!”

The fact remains that we when we leave a company for reasons other then diminished passion and commitment by forces outside of our control; we leave a company for the wrong reasons! When we do, we trade our happiness for the perceived benefit that awaits us in the next job, career, industry or all of the above, which if not comprising of renewed passion and commitment, it is guaranteed to disappoint over the short and/or longer term. In my view this is unfair to the employee as much as to the employer.

I have written previously about happiness indexes and how a passionate relationship with work brings higher performance, lower stress levels and better results on an on-going basis. What comes with passionate and committed professionals is a quality that cannot be replicated by money, title or salutations of grandeur. The qualitative performance and chemistry not only gets the job done but it also opens up a world of possibilities such as innovation and cross functional development opportunities. This all comes with successful employees living their dream in the job, which builds their company’s reputation to new heights by finding the working solution which fits success = passion & commitment; the details may vary but people in general remain constant. 


In harnessing their passion and commitment, a company is harnessing the key to their own future. It may take them down a different road, but a path less travelled may lead to better things over the longer term. In fact, getting the balance right in the success formula above practically guarantees the opportunity to do so. The rest are just details, known for many years and will be used for many years to come. Looking back on it is a great thing when you know your future is yours to make! As Jim Rohn said “What ever good things we build end up building us”, so in building a better tomorrow, we can only build a better today, starting from our own character to the unfolding of new marvels, which together will define our days!


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My Uncle - Tommy Reilly RIP 1933-1996, gone but never forgotten! 





Monday, 9 March 2015

Interests V Positions… Barriers to sustainable Innovation…

Where interests and positions collide...



In a sustainable world, we would always aspire to look after our ‘best interests’ whilst taking into account the interests of our wider community in our decisions and actions. In the real world, it’s perfectly acceptable to look after our ‘best interests’ and if convenient, incorporate the interests of our wider community into our outcomes. Whilst there is nothing wrong in essence with the latter, I submit we need to question whether or not we are looking after our ‘best interests’ or simply protecting our favoured position when engaged in decision making, which impacts others.

Why the need? Its my view that we will never get better if we don’t accept the shortcomings of our past decisions, no matter how good the outcome was. In honest self-reflection and/or group reflection, we allow ourselves an individual and/or group chance at a ‘do-over’ where we can try again but be better when we did before. After all, if we blindly accept the status quo and lock into a position, we can never get better at best and probably will get worse over time. However, if we learn from our past and understand clearly what we did wrong as much as what we did right, then our future vision will be informed towards formulating better ways to reach our goals.  So, with all that learning and improvement, taking our wider community into account in our decision-making becomes a transformational possibility!

"Positions V Interests" 


One of the biggest inhibitors to better solutions and more sustainable outcomes is when we become entrenched in an ‘unmoveable’ position. The more we entrench our position, the less flexible we become and the less flexible we become, the more detached we are from our interests.

Picture this; a company employs a manager to manage a team of Developers whom have a new graduate come on board as a Developer Intern. They provide minimum supervision and the graduate excels in getting to grips with systems, projects and delivers his outputs on time making his Senior Developer and Manager happy. The Intern, quite brilliant and feeling empowered by the positive feedback decides to float an idea about Cloud technology that could disrupt current models but it needs work. He tells his Senior Developer who realises the current system could be thrown out if it succeeded and his manager privately agrees.  They both decide to dismiss the Intern’s idea reminding him of his role at the company.

Demotivated by the experience, what does the Intern do? He keeps his mouth shut and does only what is ‘expected’ of him. It’s patiently clear that when the Intern stepped outside of what was expected of him, the management response was negative rather then positive. This is where the divergence of interests and positions emerges with the Senior Developer and Manager acting nearly instinctively to ‘protect’ their respective positions, thus abandoning their interests and by extension, the interests of the company, which benefits from an actionable idea that could disrupt their own industry to their advantage. If they both had just reconciled their interests to their positions, they would have seen the opportunities that lay in the form of the Intern’s idea.

So, improvement does not happen overnight, it’s a continuous process that nobody can afford to overlook in my view. How do we get over interests V positions in an organisational setting, thus allowing innovation to breath from any quarter and be captured by the company for at least a process of evaluation?

Change from within – Individuals need to realise at all levels the part they play in their companies success (or failure) and allow an innovation idea to breath even if goes nowhere. The acceptance of ones interests first and then reconciling them to their actual position is a must when opening up to an idea for change. Positions often change when reconciled to interests making openness to ideas at all levels a conscious choice to evaluate its possibilities and embrace the spirit in which they were presented. 

Organisational Change – Companies need to change their business practices and structures so it allows everybody to give ideas the time they need to be expressed and explored. They also need to formalise the capture mechanisms for all ideas even if it’s a bad one. Recording all innovation ideas allow them to be reviewed at a later date when elements change making a revisit of the idea worthwhile.

Cultural Change – The top two points need to be deployed into a culture making the culture more collaborative in nature and tolerant of bad ideas as they are welcoming of good ones. There is nothing that kills creativity quicker then a bad manager who aggressively and arrogantly dismisses the thoughts and ideas of a subordinate! When people freely express their ideas on work place innovation, you know you’re doing it right from a leadership and a cultural standpoint!


It’s rewarding being at the tip of an innovation curve, which sets a brighter future for the company and all within its walls. Those who realise the best source of innovation are its people will always build a culture that enables this resource to grow, where process and innovation are based on the most valuable element in situ on the platform, which of course are its people!




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Monday, 10 November 2014

New Product Innovation...

Creating profit or value for tomorrow?



We hear allot of talk these days about the opportunities for the ‘entrepreneur in waiting’ and how we could be tomorrow’s big success story with our ideas for new or existing goods and/or services.

The horizon of the mind is defined by how far our mind’s eye can see, so if one sees a great idea waiting to the developed, I agree that now; on the upward curve of the economic cycle is the time to realise that idea and re/enter a the world of entrepreneurship with your idea and the vision to realise its potential. So with idea and purpose held close to our hearts, we move forward and develop our idea into a concept, then into a proposal and ultimately into an enterprise that makes us rich, right? Many will say “YES!” and there is nothing wrong with that in principal.


 That said, it’s my held view that those of us with the vision, ability and courage to become rich from commercialising our ideas should consider the impact of our time and energy spent on our idea should we invest in it and thus our communal future.
Here are some key points to consider when reflecting on the feasibility of our idea(s):

Niche. Will my idea create a niche for my goods and/or services that will justify my time and effort spent developing it?

Originality.  Is my idea original or already developed in the marketplace? If my idea is already developed, is there room for me in the marketplace to develop my variation of the original concept and fulfil a want or need that enriches the lives of my customers?

Disruptor. Is my idea completely original in a way that if developed and sent to market, it disrupts the established market norms? If so, how does it do so and is the effect good or bad in terms of enriching the lives of my customers?


Value. What if developed will my good and/or service create? Will it create profit at the cost of more effective innovations and the environment of today and/or tomorrow? Will it create value in terms of enriching customer’s lives that makes things better not only for today’s customers but also for tomorrow’s customers not born yet? Is the value proposition complete in the short term, medium term and long term view?

New Horizons. Will my idea change my core values as a human being or will it build upon them?

Belief. Do I believe in my idea to the extent where the doubts of others blind me to their concerns or do I balance my belief in my idea against the greater good; embracing the opinions of others to adjust my idea and/or approach in the attainment of my goal, which is to launch a good and/or service that enriches the lives of my customers in a manner that they emotionally connect with?

Henry Ford once said about his automobiles in relation to his customers and the marketplace, “If I had asked what people wanted, they would have said faster horses”. After a nasty legal battle with the American Automobile Association, his belief led him to realise his vision of how he could positively impact present and future generations through the mass production of the Model T Ford. He is an extreme case of vision driving against established industry norms but one to note for those who think they can ‘make things better’ with their ideas. Maybe they can!



Not everybody will be revolutionary like Henry Ford was in his ideas but if everybody considers the impact of their time spent on their ideas and what they could achieve for their customers and the society space they live in, wouldn’t their talent be well spent creating a new future driven by positive intent, resonating balance sheets and talented outcomes. That sounds like a world I would like to be born into, wouldn’t you?



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