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the
innovative LEDGER
An e-Newsletter from The Innovative Edge™ Inc. Vol.
1, No. 1, Spring 2001 Let's
Look at Our "Standard Models" NEWS
ITEM - Feb. 9, 2001 - Physicists put a "spin" on theory
Now, I don't pretend to understand any more about this story than I've
reported above. I didn't even take physics in high school! What I do
know is that it's a story that likely would never have been told had
there not been a group of scientists willing to question The Standard
Model as the be-all and end-all of how matter works. Of course, one
could argue that it's the job of scientists to question, to probe, to
continually be searching for new answers. It's almost a part of their
"job description."
This is not necessarily the case in
business. We tend to have a few "standard models" of our
own that have become entrenched largely because they seemed to work
pretty well in the past. Until the 1980's, for example, it was a fairly
standard (though never openly admitted) operating model in the domestic
auto industry that the best way to engender repeat sales was to make
sure the car was barely operable after several years of use. (Remember
when six figures on the odometer meant the scrap heap?) Then, some
of our foreign competitors came along and demonstrated that you could
promote loyalty and repeat sales by selling cars that ran well year
after year. People bought newer models not because they had to; they
did it because they wanted to. The result - after a period of great
pain in Detroit from lost market share, and thousands of lost jobs
- was a sea change in the way cars are manufactured, marketed, sold
and re-sold. An interesting exercise would be to make a list of "standard models" for your company, or your own department within the company. What are your accepted practices, foregone conclusions … the "way we do things" around here? For each one, ask how it helps in achieving your goals - both organizational and personal - and also how it might be getting in the way. What are some of the possibilities that would emerge if you were to deviate from them, as did the errant muons in the news story above? Remember, many of our "standard models" exist only because nobody has ventured into "un-standard" territory to consider alternatives. You may be surprised at what opens up for you, your colleagues and the company as a whole! * * * * * * * * * * * * * * * * * * * * 5 Tips for Conducting Effective Meetings Almost everyone in business attends meetings, lots of them. For those who facilitate, we'll try to help make them more productive by sharing what's worked best for us. If you have any ideas to add, let us know! 1.
Begin and end the meeting on time, every time - honor your
contract with those attending. For a nifty little handbook on running good meetings, check out "39 Secrets for Effective and Enjoyable Meetings" by Peg Kelley and Will Gaulin. It's available at www.facplus.com. * * * * * * * * * * * * * * * * * * * * Names We Like We're always on the lookout for creative business or product names. If you know of any good ones, send them along! You may see them in an upcoming issue!
* * * * * * * * * * * * * * * * * * * * Quote of Note "An
invention or new combination can be successful only if all the elements
necessary for the recombination are present in the culture." * * * * * * * * * * * * * * * * * * * * The Innovative Edge™ Inc. is a consulting firm based in Massachusetts that helps client organizations tackle tough challenges through creative problem solving. Its president, Jeffrey A. Govendo, works in a broad range of industries as a project consultant, group facilitator, trainer and conference designer, enabling organizations to achieve their goals by increasing their capacity for innovation. Contact
The Innovative Edge at Copyright © 2001 The Innovative Edge, Inc. The
Innovative Edge, Inc. |
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