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Career advice and job search strategies for the modern careerist

Posts Tagged ‘innovation

3-Box Time Management: The Fourth Habit of Effective Intrapreneurs

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This is the fifth in a series of articles that describe the unique traits of a corporate intrapreneur.

The first three habits (productivity, initiative, and collaboration) are closely tied to idea generation.

The next three habits, when practiced properly at a corporation, can often lead to the successful delivery of ideas. Idea delivery is characterized by the creation of a product or service that provides value to a customer.

These first stages of delivery occur as part of a technique known as 3-box time management, which is depicted below.

Vijay Govindarajan (VG) is a Professor of International Business at Dartmouth College. He is the author and evangelist of the 3-box strategic approach to corporate innovation. Three-box innovation strategy dictates that the majority of corporate resources should be invested in the Box 1 diagram listed below: Manage the Present. This box represents the continued development of existing products to yield most of a corporation’s revenue. Employees supporting this box focus on existing customers and processes, and they continue to leverage their existing competencies. In essence, this box “funds” the development of innovation within a corporation. Some companies fall into the trap of spending close to 100 percent of their resources in this box.

Vijay advises corporations to allocate portions of their resources to Box 2 and Box 3 as well as tried-and-true Box 1. Box 2 selectively abandons the past by “forgetting” most of what is known about the products built in Box 1, including why they were built and whom they were built to satisfy. This break from tradition enables an innovator to take existing products into completely different markets.

Box 3 is a more radical approach to innovation. It completely ignores current processes and products and prominently targets the future.

The figure below applies this 3-box corporate framework to an intrapreneur’s use of his or her own time (note that the box titles change when applied to an individual).

Intrapreneurs can be most effective when they are delivering products as part of a business unit (as opposed to being a member of a research team in an ivory tower). Why? They often prefer to be in the trenches, where they can be highly productive, visiting customers, and collaborating with others. They are respected within their organizations for doing those very things.

Perhaps their most significant contribution to their business unit’s product line is funding their employment and that of their collaborators. They are squarely positioned in Box 1.

Spending all of their time in one area of expertise does not enable intrapreneurs to achieve success. Their natural curiosity and passion will not allow them to stay in only one place. They practice the discipline of limiting the amount of time they spend in Box 1.

By limiting the amount of time they spend in Box 1, intrapreneurs make time for Box 2 and/or Box 3 activities. They set aside the time to learn about customer issues. They set aside the time to explore adjacent technologies. They regularly meet with experts in adjacent fields and collaborate to dream up ideas of what might be possible. Most importantly, they begin to build out their ideas.

It is worth pointing out the difference between Box 2 and Box 3 intrapreneurial behavior. Box 2 behavior is characterized by Venn diagram innovation. The intrapreneur collaborates in the context of a well-defined customer problem.

Box 3 behavior is characterized by blue sky innovation: taking the initiative to learn new technologies and collaborate without necessarily starting with the context of a defined customer problem. Blue sky innovators may ask themselves and others, “What might this capability be used to do?” Answers to this question can result in breakthrough innovation. It is often the case that breakthrough innovation can be applied to customer problems they don’t yet know they have!

It is a difficult balancing act to regularly spend time outside of Box 1. It takes passion and persistence. But it is the very first step that a new intrapreneur must take to prove his or her worth!

Subsequent steps build on the important ability to manage one’s time well. Please consider subscribing to this blog for a discussion of the next phase of idea delivery: managing one’s visibility.

Steve
http://stevetodd.typepad.com
Twitter: @SteveTodd
EMC Intrapreneur

Be a Twitter Genius: Lessons from John McCain

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Senator John McCain

AP Photo/Matt York

Although he came up short on votes in 2008, Arizona Senator and former presidential candidate John McCain isn’t lacking in “Digital IQ” points. As reported by Politico, a joint study of politicians’ “online competence” by George Washington University and NYU ranked McCain as a “Twitter Genius,” scoring significantly higher than fellow senators at utilizing the social tool. This may surprise some, given criticism of the septuagenarian from some quarters as being “out of touch;” yet, as he faces a tough reelection bid, McCain is relying on social networking to preserve his career. In doing so, this “genius” offers a model for professional advancement in 140 characters or less.

Establish yourself quickly. Following his 2008 defeat to Barack Obama (and candidate Obama’s superior command of social networking), McCain wasted little time adopting the format himself. Since 2009, he has tweeted frequently, drawing more than 1.7 million followers. Of course, those weren’t as hard to muster for someone who was already a prominent public figure, but the beauty of Twitter is that anyone can generate a sizeable following if they have something interesting to say. To get noticed, don’t be shy—alert friends and coworkers to your account’s existence, follow them, and branch out to their followers. As you build a network, maintain a steady stream of relevant content that invites discussion, spreads ideas, and shares your skills and accomplishments. Just describing your lunch probably won’t cut it.

Tweet outside the box. Anyone can tweet a few thoughts; it takes a genius to explore the potential of the format. John McCain exemplified this when he and George Stephanopoulos conducted an interview entirely via Twitter—the imposed character limit stripped down the political dialogue, allowing direct questions to be met with unadorned answers transmitted live to the world. With today’s workforce using social applications for job hunting and self-promotion, standing out from the crowd comes down to uniquely interacting with the community. For instance, try reaching out to fellow professionals about their careers and accomplishments, or asking for details of their company’s recruitment process—the discourse can be invaluable, both for the knowledge shared and the initiative displayed.

Attract powerful followers. The axiom “it’s who you know” is as true in politics as it is in business. But for an elected official, the goal is staying relevant. So when John McCain began exchanging tweets with Nicole “Snooki” Polizzi of MTV’s “Jersey Shore,” it was an unexpected twist that won him regard for connecting with a younger generation. For the rest of us, however, being followed by Kanye West might not grant a desired status boost. Instead, aim for the attention of leaders—buddying up with top brass or being retweeted by the likes of Richard Branson or Michael Dell will earn you notice as someone with eye-catching ideas.

It remains uncertain whether the displayed mastery of next-generation campaigning by Senator McCain (and, to be fair, his staff) will pay off in this election cycle. But regardless of one’s own political beliefs, the elder statesman’s resourceful embrace of technology is admirable and inspiring. As workers of all stripes wrestle with new challenges presented by an uncertain economy, it’s imperative to remain open to new venues for networking and seeking opportunity. Senator McCain, once thought to be down for the count, is an example of someone even late in their career finding a way to stay relevant in the information age.

Zappos: Rewriting the Book on Corporate Transparency

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Does your company have an HR handbook? Chances are, you’re thinking yes, of course. What about a culture book for employees? Zappos does.

The company, which started by selling shoes a decade ago, is today an Amazon subsidiary and has expanded to a multitude of merchandising. It is also probably one of very few companies to grow its brand around an idea of transparency, ethics and collaborative culture. For Tony Hsieh, cofounder and current CEO of Zappos, this was intentional from Day 1. In his recently released book Delivering Happiness: A Path to Profits, Passion, and Purpose—which I will be reviewing in the coming days on Vault’s CSR Blog: In Good Company—Hsieh devotes a whole chapter to the Zappos Culture Book.

In short, the book contains employee interpretations of what their company’s culture is all about and how it is different to other companies. And this is no mere PR exercise, designed to make the company look good: all of the entries received were inserted with minimal editing, even when they were anonymously submitted. Of course, Hsieh took a risk; no company is perfect and since culture is perceptional, the initiative could have resulted in a mudslinging session directed at Zappos management.

But it didn’t. While the majority of the entries were positive, not every employee was thrilled with the company’s culture—and that was reflected in the book. Hsieh, as promised, inserted both the criticism and the positive feedback when creating Zappos’ first Culture Book. His aim: To show existing and new employees what working there is all about, including the good, the bad and the ugly. In fact, much to his delight, the book has been downloaded by people who don’t even work at Zappos.

Zappos CEO Tony Hsieh blogs regularly as well as staying engaged with customers and employees via Twitter

The company produces a new Culture Book every year. For Hsieh it epitomizes the evolution of the company’s brand over its short existence. “We wanted to be as transparent as possible, so we decided that none of the entries would be censored or edited, except for typos. Every edition of our culture book includes both the good and the bad so that people reading the book can get a real sense of what our culture is like. With each edition, it would also be a way of documenting how our culture was evolving over time.”

The idea of a culture book isn’t unique; it is Zappos’ treatment of transparency and accountability as a priority that makes this worth noting. Most companies conduct some form of employee survey to gauge problem points and get feedback on what’s working. However, publishing it without censorship in a publicly available document is what makes Hsieh’s approach sustainable. Even if it isn’t popular in every C-suite.

As a manager, how open are you to engaging your team in positive criticism? With new generations stepping into the workforce every year, ideas are bound to constantly evolve, but are management styles redefining and realigning accordingly? Whether you call it corporate responsibility, sustainability, or something else entirely, it doesn’t need highly designed websites and ad campaigns to work. It can start small: like spearheading a collaborative and transparent workplace culture. But it has to start from the top.

Hsieh puts it succinctly, “Even today, our belief is that our Brand, our Culture, and our Pipeline are the only competitive advantages that we will have in the long run. Everything else can and will eventually be copied.”

Join the discussion by leaving a comment, emailing Vault or connecting with us @VaultCSR.

Career Advice from the 2010 World Innovation Forum

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On June 8th and 9th some of the world’s leading experts on innovation gathered at the Nokia Theater in New York City for the 2010 World Innovation Forum (Twitter hashtag #WIF10).

The list of speakers was impressive, and WIF10 blogger Stu Miniman wrote an excellent post summarizing the speakers and their backgrounds.

I also attended the conference (as a blogger) and wrote about my motivations for attending in an introductory blog post. My hope was to hear some of the latest trends and techniques for innovation at large corporations.

For those of you interested in pursuing a career in innovation, I’ve created the following list of advice, with links to the speakers included. Keep in mind that my definition of innovation is “innovation = idea + implementation”, with a strong emphasis on the implementation piece (how to build and deliver new ideas).

Here is a summary of the career advice presented at the conference:

  • Innovation is not limited to engineers. Bringing great ideas to market can best happen when every person in the process becomes a designer. Whether your job is engineering, customer support, testing, or marketing, every stage of the process requires people using strong design skills. This advice was given by one of the top technology designers in the world: Robert Brunner.
  • When it comes to finding innovative jobs, the place to go looking is for corporations that are producing green (or sustainable) products and services. Corporations are looking for individuals that can generate (and deliver) energy-saving and environmentally-friendly ideas. Joel Makower highlighted several such corporations in his talk, including Coke, Waste Management, and UPS.
  • Ursula Burns of Xerox related that employees who know how to “dream with customers” are highly valued. The best source of ideas is often birthed through conversations with customers about their needs.
  • The most valued employees of the current decade will be artisans, and the most successful companies of the current decade will be the businesses that allow their employees the freedom to innovate. Seth Godin encouraged employees to take risks in their job by morphing their work habits to be more artistic: give gifts, do work that matters, and make a difference.
  • One of the more critical innovation skills for an employee is the ability to be a change agent. Chip Heath described the psychology of change and presented some steps for introducing change into an organization.
  • One of the final pieces of advice for an employee was given by Andreas Weigend. Andreas claimed that the most successful businesses will be those companies that know how to leverage communities of people (and the data that they create). It is critical for employees to involve themselves in social media and social media data mining.

Health care and education were also discussed as critical areas needing continued innovation focus (excellent career opportunities). For more information on these areas, refer to Michael Howe’s discussion of the rise of MinuteClinic, and Wendy Kopp’s presentation on Teach for America.

Steve
http://stevetodd.typepad.com
Twitter: @SteveTodd
EMC Intrapreneur

Read more tech career advice from Steve his Vault blog: Innovate with Influence

Extra Insight: Check out Vault’s coverage from the World Innovation Forum

World Innovation Forum: Seth Godin

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Early in his presentation on day two of the World Innovation, Seth Godin made a point that may be comforting to those stuck in companies that don’t seem like they’re going anywhere, and that definitely presents opportunity for those interested in making a career out of effecting change and grasping new opportunities.

The premise: that we’re in the midst of a revolution in which the traditional methods of marketing—mass appeal, repeated messaging and so on—are no longer effective.

The message: That “revolutions create losers before they creates winners.” Broken down further, the core of his suggestion is that every company out there is struggling with the same issues when it comes to competing in a rapidly shifting marketplace. And that some companies will provide lessons for others by failing. The reason that may be of comfort to those at organizations that seem to be treading water: your company still has the potential to end up a winner. The better news: that it may come down to you.

The opportunity for individuals that Godin’s message represents should be obvious: that there is significant potential for individuals to shape the future of their companies through innovation.

On that note, Godin spent a long time talking about the automation of workflow, and delivered a message that should frighten many people: If you (or someone else) can write down what your job is, someone else will be able to do it cheaper. That’s the reality that manual workers faced in the era of industrialization, but according to Godin it’s one that is making its into white collar fields as well.

Value to organizations, he says, comes from employees who don’t spend their time repeating the same actions day after day. Accordingly, those who can innovate, create and provide new value by doing new things are the most important  in any company, and tend to be remunerated accordingly. Or, as Godin puts it: “The more time you spend following instructions, the less you get paid.”

The problem that many employees will have with Godin’s message is that carrying it out often relies on doing things without permission, and risking failing in public. Add in the rigidity of life at many major corporations–something that Godin acknowledges but dismisses as a barrier to those truly determined to lead change–and it’s easy to see where some companies could get left behind in a rapidly changing world.

Above all else, Godin is immensely quotable on his chosen subject areas. Some further examples from his presentation:

“Your job is a platform. It is not as platform for you to do what you are told. It is a platform for art.”

“Genius is a human who brings his real self to bring change.”

“This idea of obedience is bogus. There is no company today that would do better if employees were obedient.”

“You don’t lead because you have charisma. You get charisma because you lead.”

On Twitter: Don’t be fooled by numbers and metrics. The only one that matters is: “How many people would miss you if you stopped showing up or talking?”

World Innovation Forum: Michael Porter on Healthcare

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Professor Michael Porter opened the 2010 World Innovation Forum with his thoughts on innovation in health care. Taking the audience on a whirlwind tour of global health care delivery outcomes (well, those in Germany and Sweden, at any rate), he attempted to draw some lessons that can be applied within the U.S. system.

The message he had for employers was a simple one: that they should demand that their health plan provides value. In fact, “the cost of poor health is much greater than the cost of health benefits.” For that reason, employers shouldn’t skimp on health benefits.

He places much of the responsibility for improving the health care sector on big business, stating that companies should have on-site clinics for preventive care, as the best results go hand in hand with access and proximity to care. He had no word, however, on how to handle the situation for unemployed people.

The need for innovation in the sector, says Porter, is acute—and highly pressing. The reason, he told the audience, is simple: it has the highest customer demand of any business in the world. That’s because “all of you are going to be customers of the healthcare system; it’s just a matter of time.”

That reality brings with it a set of challenges. Within the U.S., the healthcare industry has seen “breathtaking innovations in science,” but no corresponding innovative leaps in terms of organization, structure, and measurement of care. That, says, Porter, leaves us in a situation where “[t]he problem in healthcare today is in management”—especially when it comes to how we use the technologies at our disposal.

The core message behind most of Porter’s presentation: that by measuring results and organizing health care around conditions, the problem of “provider silos” is reduced. That causes costs to drop—by as much as 50 percent in some cases—and outcomes to rise.

Porter also suggest bundling payments for health care, rather than paying each provider of services separately. And he’s an advocate of multi-location hospitals/health care centers—he says the current system of non-networked local hospitals is akin to a “Mom and Pop” model.

One final takeaway from Porter’s presentation: when it comes to healthcare “Sweden is nirvana.”

Written by Phil Stott

June 8, 2010 at 8:35 am

Vault Live at the World Innovation Forum 2010

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For the next two days (June 8 & 9) we’ll be live-blogging and tweeting from the 2010 World Innovation Forum at New York’s Nokia Theater. The event features some of the leading thinkers on innovation today, covering a range of issues and fields that includes Marketing, Web 2.0, Health Care, Social Media, Design, Technology, Education and Green. Our blog  posts will be landing right here, and we’ll be tweeting from both @vaultcareers and @vaultpinkslip. Further, all of our tweets will be tagged with #WIF10 hashtag. (Click here to view the conversation taking place around that hashtag, and to find a list of all the bloggers who’ll be covering the event.)

There are sure to be lots of useful insights and tips on the future direction of many different industries and fields. For a taste of the kind of content we’ll be covering, visit the official website. And check out the following line-up of speakers and their subject areas:

SETH GODIN & MARKETING INNOVATION

MICHAEL PORTER & INNOVATION & HEALTH CARE

URSULA BURNS & A CONVERSATION WITH THE CEO OF XEROX

CHIP HEATH & IMPLEMENTING CHANGE WHEN CHANGE IS HARD

JOEL MAKOWER & STRATEGIES FOR THE GREEN ECONOMY

WENDY KOPP & REALIZING EDUCATIONAL OPPORTUNITIES FOR ALL

BIZ STONE & SOCIAL NETWORKING

ANDREAS WEIGEND & MARKETING AND WEB 2.0

JEFF KINDLER & LEADING CHANGE

MICHAEL HOWE & THE CUSTOMER IS THE DRIVER

BRIAN SHAWN COHEN & NEXT WAVE OF TECHNOLOGY INNOVATION NEW!

JEFFREY HOLLENDER & BUILDING A BETTER WORLD

ROBERT BRUNNER & INNOVATION & DESIGN

So for all the updates from the forum, stay tuned over the next couple of days. We’ll be doing our best to bring the information to you as we’re getting it, and will also provide more in the way of perspective in the days following the event.

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