Your cart is currently empty!
Area of Mastery – Innovation
Innovation: How the Millennial Manager can unleash its potential
Never has there been a better time to unleash innovation in your organisation. There is a perfect storm that offers: an unprecedented amount of talented and entrepreneurial young people; accessible technology- many of it for free; and a colliding of ground-breaking knowledge which gives us a clear route forward; and customers who are accessible, around the world, because they are only a few clicks away from ordering.
However there are six common barriers to innovation that need to be understood and surmounted.
There are two types of innovation, and understanding the difference is paramount for the successful introduction:
- Gemba Kaizen innovation (innovation at the workface is a daily activity) which focuses on improving internal processes as a daily activity.
- Blue ocean innovation where an organisation moves away from the cut throat, dog eat dog bloody red oceans of competition to the clear, calm and rewarding waters.
The Millennial Manager’s Innovation Implementation guide
This working guide will penetrate into the great work of Jeffery Liker, The Toyota Way, Masaaki Imai author of Kaizen and his follow-up book Gemba Kaizen, and show you how you can move towards Toyota’s amazing achievement of 10 innovations per employee per year worldwide. There are ten basic rules for practising Kaizen. There are eight different types of waste that need minimising. There are four foundation stones for Kaizen implementation.
The working guide will also go into the brilliant work of W. Chan Kim and Renee Mauborgne authors of Blue Ocean Strategy, and their follow-up book, Blue Ocean Shift. Kim and Mauborgne’s five step Blue Ocean model revisited and clarified.
The great paradigm shifters, Peter Drucker, Tom Peters, Jack Welch, Gary Hamel have also talked, for some time, about the significance of innovation and how to increase your odds of success. The key lessons are extracted and listed for easy absorption. Peter Drucker’s Advice on five areas of innovation are separately identified. As is his advice on abandonment being the source of innovation.
A major change of culture requires an understanding of the psychology of selling and leading change. John Kotter’s eight step “selling and leading change” process have been further enhanced with Zaffron and Logan’s Three Laws of Performance that offers a more in-depth look at the psychology of change.
Innovation Toolkit Now FREE
The 70 page working guide is free.
David Parmenter can help in 3 ways:
1. David Parmenter’s implementation guides with E-templates
If you want to access the latest thoughts of David Parmenter on implementing Quarterly Rolling Forecasting, buy his implementation guide which is constantly updated and is a comprehensive (120 pages) guide. If you want to implement a planning tool, buy his implementation guide(110 pages). Both of these guides come with electronic templates to get your implementation started. At the time of acquisition, David reviews, updates the guide as appropriate, and emails them to the purchaser.
3. Training the in-house team
You can purchase time with David through his shop and pay via PayPal.
2. David Parmenter’s ‘Expert’ articles
For areas which are not covered by an implementation guide, David Parmenter has written a shorter (20- 30 pages) ‘Expert’ Article to help you make progress. They can be read and absorbed in an hour. All you need to do is purchase them via the PayPal link and they will be emailed to you with accompanying useful E-templates within 48 hours. To buy multiple guides access the special deal.
The E-Templates
- Establishing a BOS Project Team Checklist
- Establishing BOS Team Questionnaire
- BOS Team 360-Degree Questionnaire
- “Just Do It” Culture and Process Checklist
- Job Description for the BOS Team Leader
- Skills and experience
- Workshop Preparation Checklist
- Guidelines to Running Workshops
Some of the Published Articles & Chapter Extracts
| Why annual planning is broken Why rolling instead of annual Why annual planning needs a planning tool How to implement these changes |
