How To Kick Innovation Up a Notch to Nanovation?

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Martin Zwilling, Contributor;

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What sparks paradigm-shifting innovation in any business? It’s a special mix of entrepreneur and company, regular in every respect except for having the courage and foresight to make an idea happen that was supposed to be impossible. As an entrepreneur in a startup, how do you know if you have this potential, and what are the steps to get from an innovation to a revolution?

The first step is to meditate on the examples set by others, like Steve Jobs of Apple, Jeff Bezos of Amazon, or Thomas Edison with the electric light. There are many others, like the one I just finished about Ratan Tata bringing out the Nano car in 2009 in India for less than $2,500. The book is called “Nanovation,” by Kevin & Jackie Freiberg.



These authors have studied many such examples, and summarize my own perspective on the characteristics of entrepreneurs they call “nanovators,” that produce true, life-changing innovations, which they call nanovations:

1. Get wired for nanovation. We all agree that innovation is an adventure into the unknown. If you want people to follow, you need to be able to convince them of three things: (1) your mission is worth supporting, (2) you have the competence to build a critical mass, and (3) you have integrity to look out for their best interests along the way.
2. Lead the revolution. Nanovators have more than the vision; they have the drive to lead, and the focus to stay on target. They are wired to win. Organizations don’t produce game-changing innovations; people do. They allow a leap of faith in their own ideas, as well as in the ideas and capabilities of their team.
3. Build a culture of innovation. You need a culture where restlessness is tolerated, curiosity is encouraged, passion is inspired, creativity is expected, and people are always talking about what’s next. Ultimately, the mind-set changes so significantly that innovation is natural, and no one is conscious of it.
4. Question the unquestionable. Outsiders ask a lot of questions because they don’t presume to know why something is done a certain way. Make your insiders think like outsiders. Provocative questions like “What if?”, “Why not?”, or “So what?” can help to get everyone outside the box.
5. Look beyond customer imagination. First-of-a-kind products empower customers to do things they didn’t even know they wanted to do, and now can’t live without them. The computer mouse, Tivo, and Teflon are examples. Listen to customers, but remember that they can’t always tell you what they don’t know.
6. Go to the intersection of trends. Nanovators pay close attention to the early warning signs that precede major cultural, societal, and market shifts. Where most people see an isolated trend, nanovators connect the dots by relating one trend to several others. They focus on next practices, versus best practices.
7. Solve a problem that matters. The key here is to resist the temptation to pay more attention to the technology solution than the problem. Some people create brilliant solutions to non-existent problems, like maybe Segway and satellite phones. These solutions may be nice to have, but won’t ignite a revolution to get there.
8. Risk more, fail faster, and bounce back stronger. When you pursue a creative idea that takes you beyond, fear tempts you to make compromises. If you can push through this fear and doubt, or bounce back intelligently from initial setbacks, you often arrive at something that has truly never been seen before.

Jeffrey Immelt of General Electric argues that the next big thing, like the Nano, could well be from “reverse innovation,” where instead of industrialized nations adapting their products for emerging markets, innovation in emerging markets will bring new paradigms to home markets. In any case, the future is defined by what we put off until tomorrow, so don’t wait too long to get started.

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Too Many Bosses, Too Few Leaders !

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Leadership among bosses

Review by ABBY WONG

Title: Too Many Bosses, Too Few Leaders: The Three Essential Principles You Need to Become an Extraordinary Leader

Author: Rajeev Peshawaria
Publisher: Free Press

THIS is a simple book yet extremely powerful. The title sounds more like a clich but the author revitalises it, making it highly relevant, significantly thought provoking and incredibly resonating. A roadmap for managers of every level in any organisation, I urge you to read this book for its tremendous benefits.

Of all the bosses you have had in your career, how many do you consider truly great leaders? One might reply, “Not too many.” That is true for bosses these days are merely bosses, not leaders. And if you yourself are a boss, how do your subordinates rate you? One might be tempted to ask before attempting to answer, “Does it matter?” Well, it does. While bad leadership can go undetected, it can cost organisations tremendous amount of money. Again, are you a good leader?

You're not one if, according to author Rajeev Peshawaria, you don't take it upon yourself to dig deep and find solutions to the most pressing problems of our times.

Yet there is more than just devoting yourself. Leaders who achieve exceptional results despite the toughest challenges are able to do one simple thing to harness human energy toward a shared purpose. This book is about how to discover, or rediscover if you have lost it in the face of adversity, the energy you have once had to fuel yourself as well as many others to create sustainable collective success.



Again, if you think that is hackneyed, don't. Peshawaria, having spent more than twenty years working alongside top executives at some of the biggest corporations in the world, knows precisely what makes and how to be an effective leader. His journey to great leadership is personal and the steps he outlines are simple and intuitive which allows continuing prowess that separates tomorrow's leaders from today's bosses.

Leadership is a journey so are the rewards. Because leaders are in it for a long haul, the first step leaders must take is to identify and be clearly convinced of the underlying purpose or values of their leadership endeavour. The emphasis Peshawaria places on this initial commitment is profound because great leadership indeed cannot be pursued without laser-sharp purpose and values. Furthermore, it is this purpose that defines one's leadership identity and gives the lasting energy to stay on course. But if your purpose is to lead a life enriched by everyday material pleasures gained through your positions, then this book is not for you. You are better off remaining a boss.

Do something different in your life for each economic trajectory, which we most likely will soon witness when technology takes us onto a whole new horizon in solving worldwide problems, gives leadership opportunity. If you have a purpose, like Howard Schultz (chairman and CEO of Starbucks) did back in the 90s, you will have a shot to lead a life enriched by not only materialistic rewards but also satisfaction and meaning.

The same goes to Jeff Bezos of Amazon.com. Bezos had a purpose. He then found a channel (a firm), defined the brain (story) of the business, wired it with bones (strategy) that is well understood by everyone in the firm, and aligned it with nerves (cultures). On the outset, brains, bones and nerves maybe the only framework required to energise a business.

Underpinning each pillar of the framework, however, are threads that weave successes and needles that prick them. As a way to demonstrate management of these threads and needles, Peshawaria provides from a large pool of stories on leadership and managerial experiences. Drawn from the little-known philanthropic organisation called Acumen to the highly regarded Goldman Sachs, lessons on characters, fortitude, values, processes and practices abound.

They, too, are simple but by no means simplistic. They are not detailed but in no way less insightful. They help provoke ideas that leaders can use in managing their firms and finding their own paths to great leadership.

Are leaders born or made? Peshawaria thinks while some may be born, leaders can certainly be made as well if they have the will to lead. But do all leaders understand good leadership? No? Read this book.

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