Change The Game – Think StartUp

15 12 2011

Todays business success stories are coming from organisations that have really changed the game.

New entrants are taking the place of established businesses, and kids fresh out of college are not just coming up with new ideas, but are able to take these to market and establish global businesses in just a few years. Facebook and Google are well established now, but there are new entrants that you haven’t heard of yet rushing along in their wake.

In the economic downturn in USA and Europe we see large corporates, and public sector / third sector organisations all failing to create new jobs, and as a result there is a growing number of startup businesses that have been set up as a way for individuals to create a job when they can’t find a job…

These entrepreneurs are reinventing the world, as Forbes magazine recently reported.

So why aren’t big companies and organisations starting to think like a StartUp?

Do they even know what it’s like to think like a StartUp?

If they did could they be more successful? Probably, since they have many more resources.

So can established companies and organisations change the game too?

Isn’t changing the game an imperative for long term survival?

In my opinion, only those that constantly reinvent themselves will continue to stay at the top for a long time. So I began to ponder on what StartUp mentality is all about. Here are some of the keywords that came to mind:

Visionary; Inspired; Passion; Purpose; Creativity; Innovation; Opportunity; Thrilling; Hungry; Committed; Tenacious; High-Energy; Fast-Moving; Risk-Taking.

How many big corporates and organisations do you know that have cultures matching the above?

I know some organisations have ‘Skunk-Works’ where small groups and teams work on new products, often in secrecy in select teams, hidden away from the mainstream employees. But what about all the ideas from those outside this select few? What about new innovations in Business and Service Models? There seem to be few of these, so how can changing the game be possible in a business context?

Does your organisation have facilities for encouraging and supporting these initiatives? And if you are an employee with ideas how can you bring them to fruition within the corporate environment, with encouragement and support? Are you an ‘Intrapreneur’ waiting to break out? Or are you an Entrepreneur that will have to leave your company to chase your dream?

So my advice is “Think StartUp” if you want your organisation to change the game. And if you sit at the top of the organisation then you need to develop a way to foster StartUp Mentality… Fast!

My colleagues and I in DesignThinkers network  are about to launch StartUpLab as a creative environment that is open, sharing, human centric, and which will be internationally connected yet operate locally. We will work with StartUp’s, SME’s, Large Corporates, Public Sector, and Third Sector organisations and universities. We will use our Service Design Thinking tools and techniques to help ideas mature and create viable businesses and services.

Contact me if you would like to know more about our Business and Service Design capabilities, our tools and methodologies, our insight, our networks, and how we can help you and your organisation to think like a StartUp…

James Rock – MD and Chief Business & Service Designer  CULTIVAR Consulting

 





Intersections 2011 – Creative Business Summit

22 03 2011

 

 

 

 

 

 

 

 

 

 

 

 

 

Intersections 2011 was a recent two-day conference at the Eden Project that explored the current trends driving business change and new opportunities for design practice. Over 200 delegates heard 45 experts, mavericks, entrepreneurs and thought leaders speak about key issues that are challenging businesses, public sector, and 3rd sector organisations.

Opening the conference, Jeremy Myerson, Professor of Design at RCA and Chair of the conference, began by looking back at the last Intersections conference in 2007. This was a similar event – a major UK design conference held a long period after any similar Design based conference. In 2007 the key message from the conference had been that the world had reached a watershed moment – and that complex times require designers with a greater repertoire. The key elements of this new design skillset was suggested as: –

  • Designer as Business Strategist – leading change via Design Thinking to tackle big issues
  • Designer as Co-Creator – rethinking the process to include wider disciplines and users to create more/better ideas
  • Designer as Rationalist – providing hard, technical solutions – believing humans can solve the problems of the world
  • Designer as Storyteller – Creating narratives that instill a vision of the future

It struck me that in 2011 Design Thinking has moved from theory into wider practice in the last 4 years. We still have the guru’s acting in the evangelist role for this school of thinking e.g. Professor Roger Martin of Rotman School of Management; Tim Brown, CEO of IDEO; and the UK Design Council. The public sector really has embraced design thinking and co-creation with some very successful results (DOTT Cornwall being an excellent example). However, large private sector companies seem to be getting left behind, and UK management schools seem to be lagging their North American and European counterparts in teaching the subject to future business leaders. This surprised me because in this post-economic-crisis period, large corporates and western governments have been promoting creativity and innovation as the way to re-invent western economies, and the way to compete against global competition e.g World Economic Forum, Davos, 2010 and 2011.

For me, the conference was inspiring, and six key themes emerged that I think will influence Business and Design over the next couple of years: –

1. ‘The world is at a NEW tipping point’.

4 years on from the last Intersections conference, and post economic crash, various speakers mentioned similar trends, including: –

  • A shift towards social values – social revolution not technological revolution – the emergence of Purpose within organisations
  • Public rejection of Capitalism and “Greed is Good” mentality
  • Asset Stripping is unacceptable and unsustainable
  • Fault-Lines are running through the world – creating ‘Wicked Problems’ (NB: this comment was made between the recent Egyptian uprising and the Japanese earthquake and Tsunami)

2. ‘No Straight Lines’.

Speaker Alan Moore of SMLXL captured this best, but again several speakers mentioned similar points of interest, including: –

  • Literacy and shared language across design / management disciplines is a limiting factor
  • Disruptive Innovations are making bigger impacts and embracing The Space / TheSystem / The Subjects
  • Value of diversity – The roles of MBA / Doctor / Entrepreneur / Product Designer becoming intertwined in developing solutions
  • There is no separate online or offline – only blended reality
  • Industrial Model was straight line thinking – Networked Model is a labrynth

3. ‘The Age of Networks’.

Nick Jankel of WeCreate introduced this theme on day one of the conference, but again other speakers referred to and returned to the subject, and key points included:-

  • Development of collaborative network tools – Cloud Apps
  • Networked Innovation is growing – within and across organisations
  • Collaboration IQ is becoming an important measure of performance
  • Collaboration across bigger networks is harder – but the results are bigger
  • Public / Private / 3rd Sector providers need to collaborate to solve the most complex problems in society
  • Use of Open Source and Creative Commons copyright is growing

4. ‘Visualisation’

Linked in many ways to the other key themes, speaker David McCandless championed the use of infographics and data visualisation to explore new directions for journalism and design. His talk demonstrated new ways that technology is enabling the presentation of data to support an argument. This is a key area where design can help management to ‘tell the story’ and create a vision for audiences. Key points in this theme included: –

  • Quantitative Information can be very interesting if presented well
  • Infotography – a new form of investigative journalism based on data trawling
  • Data is the new soil…
  • Visualisation supports the designer as storyteller model

5. ‘Nudge by Design’.

In his talk at the end of day one, David Kester – CEO of UK Design Council described how ‘nudge’ is growing as a discipline used to influence decision making, and referred to the recent book ‘Nudge – Improving Decisions about Health, Wealth and Happiness’  by authors Thaler and Sunstein. Key points he mentioned include: –

  • Designers do this for a living – via providing Insights & Ideas Generation
  • ‘There is something in this Co-Design methodology’
  • ‘Hug a Politician’ i.e. gain political influence for your programmes

6. ‘Rethinking the Future’.

Speaker Josephine Green led in promoting this subject, but other speakers and the chairman referred to it as well, and it is probably the biggest take-away from the conference for most delegates. In this theme the following comments made the biggest impact with the audience: –

  • The world is in need of inspiring stories – The ability to tell them can be our greatest asset
  • There seems to be a British horror of the abstract, big-picture, strategic, philosophical thinker
  • We are moving from the hierarchical model of the industrial era towards the pancake model of the socio-ecological era
  • Social solutions and innovation are the challenges of our time – health; education; mobility

In summary, I think that Intersections 2011 was a very inspirational and important conference. The venue was superb – both practically and inspirationally. The speakers were excellent – thought provoking, entertaining and inspirational. The audience was an interesting mix of local, national and international visitors. But perhaps the biggest disappointment and surprise was that there were not more private sector and big corporate delegates at the meeting.  I believe that they have most to gain from adopting Design in the broader context of creativity and innovation that this conference presented. Maybe this lack of representation was due to event promotion that seemed to be focused on the design community – attracting independents, academics and students from within the discipline of Design – but not the CEO’s of the corporate world. Perhaps therein lies another opportunity, to take this message to a more influential audience – taking the key themes from Intersections11 and translating them into a language that the corporate/business audience can identify with more readily?

Note: The conference proceedings were recorded on video and should be made available to the public via the Intersections website shortly. For more info see: http://intersections2011.com

The first Intersections 2007 conference was recorded and podcasts from keynote sessions can be accessed via iTunes: –http://itunes.apple.com/us/podcast/intersections-podcast/id268553975

 

Why not contact us to explore how to approach these 6 key themes within your business / organisation?

James Rock – MD and Chief Business Designer, CULTIVAR Consulting


 





Inspired Thinking with Adnams CEO Andy Wood

10 08 2010

Adnams have long been on my list of Inspiring Companies (see blogroll on the right).  I wrote a short article about them last year which you can read here : –

Avoiding Mediocrity – An exemplar of sustainability

Photo Copyright Jason Dye - http://www.jasondye.com

Adnams is the Southwold based brewing firm founded in 1872 when George and Ernest Adnams purchased the Sole Bay brewery with the help of their father. The business has grown steadily and won great acclaim for their beers, and recently many awards for their sustainable achievements.

Since 1990 the business has expanded to include wine and leisure retailing. Today the business is focused in three areas – Brewing and Brands, including its tenanted estate; Hotels and Managed Houses; and Wine and Shops including the Cellar & Kitchen chain of stores. In 2009 improved growth and profitability led to turnover of more than £50m and in their peak summer season employs more than 400 people

Last week I got the chance to interview Adnams CEO Andy Wood (right) about the business, its authentic values, and strategy for sustainable development.

You can listen to the interview here : Authentic Business Directory – Adnams plc

I would love to hear your comments about Authentic and Sustainable business – post a comment below.

If you would like to discuss how I can help you develop and implement your own sustainable and authentic business strategy then please get in touch.

James Rock – MD and Chief Business Designer





Design Thinking, Architecture and Interior Design

11 04 2010

Two years ago I wrote the following blog post: –

“Are your Employees like Battery Hens?”

The theme of this post was about the issue of workplace design and how it relates to happiness and motivation of your employees. I argued that I find only too often that workplace design is poor and uninspiring, leading to both poor motivation and poor levels of creativity and innovation in the workplace.

Later, in September 2008 I wrote the following blog post: –

“Business 2.0 – Delighting customers, shareholders and employees simultaneously”

The theme of this post was about embracing Business 2.0 to think again about how we organise our businesses, embrace technology to support home-working practices, and resulting in happier employees, greater productivity and innovation, and better profits and improved shareholder value.

Now I would like to link these two earlier posts to my recent thoughts on Design Thinking…

The office above is at leading design agency IDEO in San Francisco. Notice that it isn’t rows of cubicles, or bland desks, with poor lighting and ventilation.  This space is COOL.  Its designed as a social and collaborative space where groups or teams of various sizes can get together.  People can go away and work on things alone, but now when they get together they want something more than a 10×10 meeting room with a square table and four chairs. This type of environment not only supports creativity and innovation – it stimulates it!

Is your workspace like this? If not here is a link to a website where you can see 10 seriously cool designs for an office – perhaps this will inspire you :

“10 seeeeeriously cool workplaces”

So if you are seeerious about Design Thinking as a way of re-inventing your business, then why not engage a leading architect and interior designer to help? think of it differently – is it possibly something you thought was previously too expensive? but now maybe you should consider it as an investment?

Contact me for more information about how we can help bring design thinking, creativity and innovation to your business via our network of associates.

James Rock – MD & Chief Business Designer

CULTIVAR Consulting





Masterclass : Business Leadership for the 21st Century

16 02 2010

You can also get an audio version of this blogpost here: – Listen!

Copyright : World Economic Forum swiss-image.ch/Photo by Monika Flueckiger

Founded in 1971 the World Economic Forum is the influential think-tank that is “Committed To Improving the State of the World”. Every year it holds its annual meeting of Global leaders in Davos, Switzerland. The theme for this year’s meeting was “Improving the State of the World – Rethink, Redesign, Rebuild”.

One of the key plenary sessions covered the subject of “Business Leadership for the 21st Century” – where a panel of Chairmen and CEO’s from some of the worlds leading companies discussed how businesses and organisations need to change if they seek to follow the Rethink, Redesign, Rebuild message.

Central to their debate was Peter Druckers quote that “Management is about doing things right – but Leadership is about doing the right things”.

The panel consisted of Indra Nooyi – Chairperson and CEO of PepsiCo; Wang Jianzhou – Chairman and CEO of China Mobile; Stephen Green – Chairman HSBC Bank; Eric Schmidt – Chairman and CEO of Google; and Rosabeth Moss Kanter – Author and Professor in Business at Harvard Business School.

These opinion formers all agree that following the economic crisis of 2008/9, business leaders need to provide a new direction in 2010. After the huge breakdown in public trust in organisations, the financial system and capital markets, they understand that the nature of capitalism must change.

Indira Nooyi summed it up by saying that: –

  • We need to focus on Stakeholders not just Shareholders
  • We need to marry Performance with Purpose
  • We need to plan and act for the long-term not short-term

Wang Jianzhou identifed 3 key leadership challenges: –

  • Management should focus on real practice not theoretical models
  • Everyone should embrace technology to innovate
  • Companies need to be more socially responsible

Stephen Green made these key observations: –

  • The implications of the economic crisis will last for years
  • Out of crisis will come a better and less geared financial system
  • Companies will need to contribute to both economic and social development in future

Eric Schmidt’s view centred on:-

  • Where will growth come from – reshuffling money in the system? or creating something new?
  • Embracing new technologies is a way of empowerment

Rosabeth Moss Kanter commented on recent HBS research on Global businesses that are outperforming their peers, which clearly supports the emergence of 4 attributes for success: –

  1. Organisations need to understand how they serve society by defining and organising their resources around a “True Purpose”
  2. They need to be innovative in the way they serve society by creating new solutions to societal problems
  3. They need to develop an eco-system network of partnerships that extend their reach
  4. Strategies need to be people-centric and focused on the engagement of employees and customers who want to be involved in something that “makes a difference”

These observations show a startling degree of congruency from a wide range of Global Leaders from different sectors and regions. Their key messages resonate with the key elements of Authenticity discussed in my earlier blog postings on the big business issue.

Perhaps the time is right for you to follow the example’s being set by these wise folk? Will you change your leadership style in 2010? Will you set out a new route for success in the forthcoming decade? Why not consult me and my colleagues from Authenticis about how our methodologies can help you succeed in Rethinking, Redesigning, and Rebuilding your message?

You can see the full video of this panel from WEF 2010 here :-

Video : Business Leadership for the 21st Century

Posted by: James Rock – Managing Director, Cultivar Consulting





Stuff We Believe In – Howies philosophy for business…

1 02 2010

You can also get an audio version of this blogpost here: – Listen!

Dave Hieatt - Co-founder of Howies | photo courtesy of Mike Lusmore see: http://www.mikelusmore.com

Being Authentic means having a greater purpose than making money. This is what drove Dave Hieatt, founder of Howies clothing, to give up a career in advertising and set up in business doing something he was passionate about. His desire? To make people think about the world we live in. Profits come second – or should that be third, after mountain-biking

I purchased a tee shirt from Howies recently and found a tag which tells customers about their business – I like the  statement below which convinced me to buy more of their products in future – I really empathise with these values :-

Stuff We Believe In…

  • We believe in making stuff that lasts.
  • We believe in good old fashioned service.
  • We believe in sport. We believe in play. We believe in having fun.
  • We believe the environment needs more friends.
  • We believe in making people think.
  • We believe the glass is always half-full.
  • We believe higher quality means lower impact.
  • And we believe tea should always be made in a pot.

It seems to be working – the company grows from strength to strength – 90% of their business is done via their website and catalogue and with minimal advertising – customers keep coming back, and referring family and friends – so Howies must be doing something right.

What do you believe in? Are you doing something that you are truly passionate about? Is the company you work for as Authentic as Howies? If not then why not? You can always talk to me about how myself and my colleagues from Authenticis can help transform your work into something truly motivational.

James Rock – Cultivar Consulting

For more about Howies visit their website : Howies





David and Goliath – The battle for Authentic British Chocolate…

25 01 2010

You can also get an audio version of this blogpost here: – LISTEN

Cadburys Dairy Milk

US based Global Giant Kraft foods

The David Vs Goliath battle for ownership of British chocolate maker Cadbury now seems to have been won by powerful global brand Kraft Foods.

Employees of Cadbury, residents of Birmingham where its HQ is located, and the wider British public and press are generally up in arms about this planned take-over.

Their real concern seems to be about the Authentic legacy of the Cadbury brand, and fears that Global food giant Kraft will end the higher purpose and philanthropy that the British brand is famed for, particularly within the Bournville Village suburb where it was founded.

But is this fair? Kraft is recognised in USA as one of its most reputable companies, and Forbes Magazine recently ranked Kraft as number one USA company for sincerity i.e. doing what it says it will do; and number 3 for overall reputation. So why is the British public so concerned?

Recent economic events have created a great deal of scepticism regarding the blatant pursuit of profit – and much of the press reporting in this case has focused on how Kraft has borrowed heavilly to buy Cadbury at a time when the Dollar/Sterling exchange rate makes the purchase cheap. And traditional financial reporting has primarily focused on the profit motives of Kraft, and I have yet to see any journalist dig deeper into the values of the Kraft management team, and its social responsibility record or future strategies and policies. However, Kraft itself also seems to have failed to capitalise on its reputation, and its communication programme seems to have stumbled in todays world of word-of-mouth communication. Its management team has a duty to shareholders to pursue opportunities that meet its stated strategy – which this take-over is, but it has failed to engage the wider stakeholders and is now seen as a hostile enemy.

This leads me to conclude that Authentic businesses need to be GREAT at communicating their values and policies, to generate trust, and to make sure that what they do is aligned with what they say they will do. It also confirms a wider trend that I and my colleagues in Authenticis are finding – that people in general are more concerned about the greater purpose of brands and are shunning those who purely pursue short term profitability for economic gain. Kraft will need to beware of boycotts to both brands in the post-acquisition period.

What do you think? leave a comment below, or get in touch to hear how we can help your organisation in developing its Authenticity.

James Rock Cultivar Consulting

Member Authenticis Consulting Network