Full article HERE 🙂 !
Full article HERE 🙂 !
A 2007 McKinsey innovation report, based on a survey of nearly 1400 executives from around the world showed that the executives unanimously agreed (94%) that people and corporate culture were the most important drivers of innovation. In another major study of 759 firms across 17 major economies, “Corporate Culture” was found to be the primary driver of radical innovation (Radical Innovation Across Nations: The Preeminence of Corporate Culture, Journal of Marketing, Jan. 2009). Booz Allen has been surveying the Global 1000 firms and reporting on them since 2005. In their latest report (The Global Innovation 1000, Why Culture is Key, Issue 65, Winter 2011), they concluded:
“The elements that make up a truly innovative company are many: a focused innovation strategy, a winning overall business strategy, deep customer insight, great talent, and the right set of capabilities to achieve successful execution. More important than any of the individual elements, however, is the role played by corporate culture — the organization’s self-sustaining patterns of behaving, feeling, thinking, and believing — in tying them all together.”
Unfortunately, enterprise culture is a slippery concept. Scholars define it as the bundle of attitudes, experiences, values, norms, assumptions and beliefs embraced by managers and employees; these, in turn, guide behavior. Regrettably, these elements of the definition of culture are equally slippery, with the result that any executive who wants to create a culture of innovation will have no way to measure the current culture; and without measurement, he or she will find it difficult, if not impossible, to identify a clear point at which to intervene and create positive change.
Recognizing this problem, in this book, I offer a model for capturing an innovative culture. I scoured the fields of organizational dynamics, leadership, behavioral science, corporate entrepreneurship and innovation to find theoretical frameworks and models that described organizational culture and culture of innovation. Specifically, I looked for instruments and assessment tools that were actionable; a primary need for all executives hoping to bring about change. In doing so, I found extensive research and models from academia, consulting firms and enterprises themselves, spanning over 30 years.
The Culture of Innovation
Hope you all had a great summer (in the northern hemisphere) and peaceful winter down below! Can’t believe that it is already October!
Before I took off for summer, I was hoping to finish off a task I had started in March – summarizing and giving you snippets from my recent book in Spanish. Unfortunately, that didn’t happen. Anyway, for first time readers, the book is titled (translated from Spanish), “Innovation 2.0: Why do we forget about the people when we talk about innovation? A practical way to create a culture of innovation.” Available from: (U.S. Amazon website, Spain Amazon website, Profit Editorial website, In e-book format from todoebook.com).
To help first time readers navigate and regular readers recall what we have covered thus far, I will quickly summarize my previous 5 blogs.
March 2012 blog: My New Book
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How to write conversationally
Don’t write—tell. The best way to get started is not to write at all—but to speak.
Ideally, record yourself talking about your topic with a friend you know and trust. That way, you’ll avoid most of the self-consciousness that comes when you get out a voice recorder and try to record yourself talking to the air.
Then play back your recording and just listen to what you say. Take notes. How do your sentences sound? How often do you break the rules of formal grammar? I bet it’s all the time. So forget formal grammar. How often do you say something that in retrospect sounds totally gitty? Pretty often too, probably. So figure out what you wish you’d said, and use that instead. Write like you talk, but with the benefit of lots of time to choose your words. It’ll be a lot easier to read—because people read with an internal monologue. When you write conversationally, they can hear your words flow.
You should already know that clarity trumps persuasion for making sales. In fact, to borrow a metaphor from direct-response expert Dean Rieck, your copy should be like a shop window—completely invisible, affording a perfect view of the thing you’re selling.
But as with most important things in life, that’s easier said than done.
Fortunately—as with most things in life—much of the mystery can be removed by adopting a system that takes care of the basics. So let me introduce you to my Four Keys for writing clear, shiny copy that affords prospects the perfect view of whatever it is you’re selling.
I’m sure you’ve heard it said that people don’t buy from websites—they buy from people.
And I’m sure you’ve also heard that people seldom buy from people they don’t like and trust.
Which is why hyped highlighter copy doesn’t tend to work. There’s no real personal connection, because it doesn’t read like anything a person would say—certainly not a person you’d be inclined to like or trust.
The same goes for verbose, puffed-up “corporatese”. No one talks like that—and if they did we’d assume there was something ludicrously wrong with them.
The solution is to write like you would talk.
Simple, right? So simple you probably reckon there’s no need to read the rest of this section—but you’d be wrong.
Because actually, writing like you talk is hard, and you’ll likely fail at it to start with. That’s because you have to make a shift in your thinking before it will click for you.
To create, host and manage large-audience webinars and online events, there are a number of web conferencing tools that can help you deal efficiently with hundreds of participants. But how do you choose among all these services which one is best for you? In this MasterNewMedia guide you will find out which are the best webinar and webcasting tools out there that can handle large audiences and what characterizes them through a set of comparative tables and mini-reviews.
As I have already told you in my 2010 New Media Predictions, webinars and live online events will become increasingly interesting in the near future.
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Alimentación, ocio y negocios, ALOYN, es un Grupo dirigido a Directivos y Propietarios de empresas, interesados en el mundo de la industria de alimentación y bebidas. Tanto por la parte de la industria productora como por la parte de la industria consumidora y/o distribuidora (Distribución Comercial, Horeca, Vending, Venta Directa, etc). También nos interesan las actividades ligadas al agroturismo y el enoturismo como magníficas actividades de promoción y difusión de la cultura gastronómica.
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