Monday, June 29, 2009
"Today, obedience, diligence, and expertise can be bought for next to nothing. From Bangalore to Guangzhou, they have become global commodities"
He further gives a Table of relative contribution of specific human capabilities in value creation and comes up with following Table
He further states and I quote, "... rule-following employees are worth zip in terms of competitive advantage they generate"
Would like to hear the readers views? Do you believe above %ages or would like to change them or would like to add any other factors - for example, Managers who quote numbers, may like to have Standardized processes as human capabilities!
Saturday, June 27, 2009
Secondly, there are people who say," you should do innovation the way I am telling you". They will typically back it up with post facto stories of someone did that and did this.
Having met many such self-professed guru's, I am already tired of their lessons learned and abstracted to create their methods of innovation.
When you ask them to - lets do it, they say "yes yes, you do it, we are with you".
It is rare that these people will take the plunge into change!
To my mind, people who preach and preach - loose authenticity and credibility.
Are you a preacher or an innovator?
Saturday, June 20, 2009
To me somehow - the following amounts to be one axiom of life
1. I do not want to be a Leader
That does not mean that I have to a follower.
Tuesday, June 16, 2009
Co-Creation Failures - When was the last time you tried to co-create and it failed? What were the reasons - any thoughts - any factors? Does it requires more than trust, confidence and synergy?
Co-Creation or Co-crafting is the process when two or more distinct actors, choose to build, design, develop, evolve, create or change a system, artifact or a concept together, in a more or less self-emergent and self-organizing way. One of the examples of community co-crafting, of course, is the open source way. However, there may be other ways, that we may have explored and have left as they didnt work out. I would request you to share those examples from your own experiences. I really am looking co-crafting cases that failed.
MY OWN ANSWER
Most of the times the reasons for my failures at co-creation have been -
(a) Egos - it is about ME not about US
(c) Higher Level - super system impacts - Typically the so called managers have come to the picture and simply shifted the focus to something else to meet some petty political, risk-less objectives
(d) People - even the co-crafter goes into an evaluation mode
(e) People - even the co-crafter goes into MY VIEW vs YOUR VIEW
(f) People - even the co-crafter starts hiding information - which leads to ME mentality and mistrust
(g) Contribution to common operating picture - the open way work should happen for all parties to be aware of everything - becomes a problem as some people contribute to common operating picture whereas some start using the common operating picture but avoiding any contribution to it
(h) People start believing that they have learned enough now - and now they want to get their ROIs - as soon as these thoughts come - learning stops - ROI is a big big problem to learning
(i) I am right and you are wrong - is another problem - it is extremely difficult for people to accept that both of may be right - in fact there is nothing called wrong or right - These are two different ways - or in fact multiple ways to explore the problem
(j) If one person starts getting more credit as a perceived ROI, then also the the co-creation process fails
(k) Emergence - happens by doing things together - not playing the hierarchy - people change over time - initial learners start behaving they now know and that creates a problem
(l) "Let Learning lead" - looks simple, but it is one of most difficult process - as our egos comes into picture
(m) "We are designed to compete" - hence co-creation is an alien process to humans
(n) We have been characterizing Evolution as "survival of the fittest" - thereby the fittest are chosen, whereas we need to look at "elimination of the weakest" where as only those who are weakest - eliminated and rest all move ahead - to get more chances or possibilities.
(o) We like to kill ideas - especially if they are from others
(p) we like to develop ideas - especially if they are our own
Wednesday, June 10, 2009
Denis Cavallucci (past president of ETRIA and professor at INSA in
and answer the questions—it will take about a half hour. Secondarily, it would be greatly appreciated if you would pass this e-mail to your clients, to enhance the industry participation, so that the broadest possible cross-section of companies can be included. There are more than 30 people in 30 countries who are distributing this survey—my emphasis is on
There is one question that asks how you got this survey—if you got it directly from me, please just put “
The survey asks about industry, consultants, and academics. If you are in multiple categories (academic and consultant, for example) please fill out both sections.
Thanks in advance! The results will be published at the ETRIA meeting and in the TRIZ Journal. Your participation will enhance the richness of the survey.
Look forward to your active participation.
with warm regards,
Wednesday, June 03, 2009
Without any hidden agendas, making work and non-work visible and open for all to see will make Politicians and dictatorial bullies - that make up most of the ills of the enterprises - open for everyone to see and hence minimize or in fact eliminate inefficiency.
Look forward to your ideas - on How to make Enterprises Naked!
May be we can write a paper on Blueprint for a Naked Enterprise.