Personal Blogs

What's your experience?

A gradual cultural shift or a new person at the top and overnight transformation?

Even with the most charismatic leader in charge, unless the company is privately owned, and depending very much on its size, I don't see how anything other than incremental change is feasible or given employment laws actionable.

Unless the business is a football club, or like a Film Producton Company moves from one project to another with a skeleton staff or perhaps a Government Department, but even here, with a new minister of a opposing political persuasion the inertia and scale of the department/organisation (as Cameron and his Cabinet are seeing) negates radical or swift change or your risk strike action and other forms of discontent.

How do Oxbridge Colleges survive?

Look at Balliol as it approaches its 750th year. It has been hosting the Institute of the Internet for a decade so it can't be thought of as backward looking. How much does the location and reputation count? Even, or especially the nature and value of the 'Quad?'

War and natural disaster forces change.

Economic down turn obliges organisations to cut back, to prune. In bad weather they hibernate? Is there a horticultural metaphor to work with? (With those Garden Festivals of the 1980s that was the route to regeneration).

Incremental change of the farming landscape?

Formal education survived concentration camps and the Burma railway. What does it take!

My inclination as a KAI Innovator is to seek immediate, overnight change.

The reality, and I have seen this in small organisations and large, public and private, even from the perspective of a Non-exec Chairman, that long term survival, especially over the lat few years, is the product of caution, indeed of being prepared for the worst while maintaining an brave if not positive and ambitious face. Where can apparent overnight change work? Pop 'acts' like David Bowie and Madonna, TV Series like Dr Who.

But this is the cover, the book remains the same?

Surely any organisation or brand can more easily make adjustments to its brand (yet these two will have been carefully planned far in advance for strategic effect).

Group Fair Presentation

Elective 1

Getting to know each other
Offering something / wanting something
Group hum
Activities rushed

(people use their old picture of themselves before they look old)

"to socialise what's happening, exercise emotional intelligence, organise."

Networking

22 in a space for 100 

Divide by Facebook, active or very active.
Divide by part of the country (mostly midlands)
Divide by small or large,private or public companies.
Advice for TMA
Stick to your plan
Stick to the question
What gets you credit

MOSTLY small 1-25 people.  MUST do this and bring LinkedIn groups to the real world. TMA may use networking online to group solve a problem.

Elective 2

Vet and perceptions
Did I see the monkey or am I making the stuff up?
Zimmerman M 1989 The nervous system and the context e.g. David McAndless. individuals are different.
13 or B
Emotional biases
Hot states
Cold states "eddies and currents that steer us.”. Ben

How do you destroy the illusion?

Memory
Personality
Motivation
Anticipation
Culture
Learning

The implication for creativity?

If you have different motivations you will see different tings.

Tagged with significance.
2002. A picture is worth a thousand lies.

"Humans are very good at knitting patterns from very little information." Ben 2011

Assumptions - light from the sun
Anchoring - last four digits of phone number and how many doctors are there in London.

Ley lines and Stonehenge and the same between Woolworths stores in the North East.

Same same but different. Thialand.
If everything's the same creativity is stifled. BEN
Ability to reflect.
Acquire - Analyse - Act

Pulled apart by:

Perceptions
Assumptions
Me
Fundamental attribution
Confirmation bias
Focused on those in white at shirts bouncing a ball. Made it into a competition.
Definition Chaos
Physical state and nature or arousal Affects decision making e.g. Skiing.
MBA for grown ups.
We all have mini-models of how the world works.

NHS Direct use Sitecore to manage their content in order to help ensure that the right content is found by the person who needs it.

Content is at the centre of everything.

This means getting content produced by NHS Direct to the right audience hubs, though reversioned so that Google doesn't ignore it.
The Problem for NHS Direct is that people are unsure of the obline choices.

The solution was seen from a persona perspective the answer a combination of the 'Online health and symptom checker' that in a series of steps would get you either to:

• Deal with it yourself
• Visit a Pharmacy
• Have a Webchat with a nurse
• Or have a telphone Callback
• Or Referred to GP

Various costs and the potential saving to the NHS were given from:

£219 to call out an ambulance £95 For a visit to A & E Or £32 to see your GP.

Whereas online you can be dealt with for £8-12

While with self analysis it is as little as .O5p

Sitecore Leverages content

I've got it down to five words, reduced from several week's reading:

• Recognition
• Realised
• Rewarded
• Routine
• Retention

Those who come up with ideas are recognised for their input and achievement.

Their ideas are realised; they go into production or become reality.

Resistance to the idea and to change is overcome.

They receive reward which might be a bonus, or shares or promotion beyond a handshake and some time at the top table.

It is everyday, routine, part of the culture of the place not a bolt on fad like TQM and Quality Circles of the 1990s.

People stay in, they are retained because of the above and so go on to innovate again rather than for themselves or the competition.

Is Total Quality Management a liberating force for the people who work with it or is it intrinsically exploitative and if so why?

I've experienced huge successes and outright failure using TQM.

The success was in an organisation where the CEO was the champion, and though a UK company they embraced all the collegiate and collective brotherhood ethos that was a blend of US and Japan. It was a way of life, a permanent culture shift in which people were recognised for relevant achievements, rewarded, retained and given further responsibility.

In contrast, the other organisation were ticking boxes, the CEO was a distant, Eton educated Grenadier Guard who I never saw 'at the workface' it was an effort to find examples worth turning into short films (my job) and it was apparent that some were a fudge. It was being used by middle managers to secure their place at the expense of others.

I try to concentrate during a face to face tutorial but as a MAODE student who isn't supposed to ever meet anyone I constantly feel that doing this elective offers some vital insights and contrasts.

Face to face is very like the online equivalent ( or should that be the other way around? ) the 2 hours 30 I have spent today could have been an Elluminate Session, with breakout rooms combined with lots said in the Tutor Group Forum.

The advantage online, certainly with the forums, is to have everyone's thoughts and ideas as notes.

B822 Book 3

The best possible way to take on board all the design considerations is to involve all the affected parties right from the outset vs. institutionalised redesign.

3M

Keep teams small  
Tolerate Failure  
Motivate the champions  
Stay close to the customer  
Share the wealth  
Don't kill the project

Mitchell (1989)

In Book 3 P45 Innovation in Practice

"Find the inventors and don't get in their way'. Theodore Rosevelt. Mitchell (1989.181)

"The public does not know what we can do .. Any amount of market research would not have told Sony what to do." Akio Morita (1988:188)

Mitchell, R. "Masters of innovation: how 3m keeps its products coming". 10th April 1989, Business Week. Also in Henry,J and Walker,D (eds) 1991b

Morita, A (1988) Made in Japan. Glasgow. Fontana  Nurturing and involving people.  Pfeffer (1994) p57 BK 3, Competitive Advantage through people. California Management Review. 36, 2 Winter. Also in Henry, J and Mayle, D (eds) 2002

Do you share the view of a chaotic and uncertain future?

If both the content (course materials) and the means for interaction (social media) are available online for free where does that leave universities?

Why not get a job and study at the same time?

If the university 'infrastructure' is a software package too, what do you pay for?

Assessment and the qualification?

And whilst there are standards to meet to give out accredited qualifications who sets the price?

An accountancy course delivered entirely on Facebook for example, for free.

You pay for a qualificaton and only if you pass.

But what matters more, the piece of paper at the end or being able to apply the learning?

Think of examples of innovative practice in your workplace and decide where they might fit on Pearson's matrix.

Which type of innovation seems most vital to your organisation?

NOT exploratory like a pharmaceutical company doing R&S, whether big or baby bio.

PROBABLY development engineering in which, like Microsoft bringing out a new operating system, a new module takes years to realise.

NOT finding new ways to use old stuff, like for the most part 3m. Then again, reversioning content for the web, especially for social media is exactly what is going on. Like at the free accountancy course on Facebook.

REFERENCE

Pearson. P48 Book 3 reference pearson a w 1991:22 managing innovation: an uncertainty reduction process.inHenry,J and Wakker, D. (eds) 1991b

Can you think of examples of suboptimization as a result of cost? Where concentrating on one local cost saving has ultimately resulted in a considerable cost saving elsewhere ?

I can't think of any, can you?