Improving process performance. Accelerating business innovation.
Process innovation requires an active imagination. But how can process analysts be open to future possibilities when they’re always chasing short-term solutions?
One of the best ways is to dedicate a few minutes each day to reading and reflection: How do innovative companies stay that way? Who uses digital technology to improve performance? What are the latest trends in leadership and culture?
This short list of articles from the business press will jump-start your thinking:
Every day, almost without thinking, we use digital services provided by successful young companies to do what used to be impossible – think Amazon, Google and Uber. Now old companies like GE are getting into the game. Our FCB colleague Brad Power explains how GE is re-inventing itself as a software company. It’s one of our best case studies in Change Leaders and Catalysts, the newest FCB course. (See HBR Blog, January 2015.)
Business transformation requires top-down sponsorship. But what does it look like? How do you develop it? What does it take to go from one sponsor to an enterprise-wide coalition? In FCB’s new course, Change Leaders and Catalysts, we address these questions with reference to contemporary leaders in action. For example, the CEO of Charles Schwab would make a great sponsor. One of his fundamental principles: “Never lose sight of people who do the real work”. (See the New York Times, January 2016.)
In the pre-digital era, the idea of change management was to get people to adopt your solution and do what you want. our newest course, Change Leaders and Catalysts, takes a different approach, based on digital-era tools. We show you how to help process performers understand what’s expected, track their activities, adjust their actions, and get better results. You do it with real-time feedback, online personalization, and social media. (For examples, see the article in the McKinsey Quarterly, July 2016.)
Process thinking requires a change in values and beliefs. In FCB’s course on Change Leaders and Catalysts we explain what’s required. Some of the steps are remarkably easy, as long as your focus is laser sharp and your approach disciplined. A former colleague of ours, now Chief People Officer at Rapid7 offers advice. (See her blog post in VentureFizz, January 2016.)
Great change leaders have an uncanny ability to re-frame fundamental beliefs in their organizations – beliefs about customers, about the work people do, and about the company’s assets and cost structure. (See the article in McKinsey Quarterly, July 2015.)