I am complicit in choreographing leadership summits and national sales meetings titled, Fit for Growth, Go for Growth and Excel. The classical marketing literature holds that growth is not a strategy but the outcome of one.
Individual research studies volley across the landscape of any debate like tennis balls at Wimbledon. Opposing positions inevitably find credible studies supporting their point of view...on the exact same topic! If you follow any debate on social media sites, you will remark how comments quickly degenerate into verbal melees and slugfests. It's not only unproductive...it's nuts!
In the mid-1970’s, Macrae published an article in The Economist, proposing that people working in corporations should behave more like entrepreneurs, that is, with creativity, innovation, risk-taking, and personal accountability. In 1985 Pinchot and Pinchot coined the term intrapreneur to describe someone working with an entrepreneurial attitude in a corporate environment.
Long before the term globalization entered our daily language, thought-leaders such as Peter Drucker predicted that this phenomenon would require corporations to take on a different attitude and skill set for success. In the mid-1970’s, Macrae (1976) writing in The Economist, proposed that the people working in corporations should behave as if they were entrepreneurs, that is, in a manner that fostered creativity, innovation, risk-taking, competitiveness, and personal accountability.
Have you ever noticed how tough it is to change even one thing in your life? No sooner have you taken the first few steps than something always intervenes to sabotage the effort. Every January 1st, millions of people resolve to change some element of their lives: To exercise, to lose weight, to follow a budget or stop drinking, etc. In the vast majority of cases, these efforts are usually short lived and people return to their old patterns. Why is that?
Data and information without a story is like a brick wall without mortar. The spaces between the metrics where people really make decisions are critical to understanding the truth. The payoff is huge: Resources spent on things that work, less wasted time, fresh ideas for innovation…and much more.
Over the last 20 years or so, we've run a lot of strategic planning sessions with clients in a variety of sectors including Pharma, med-tech, transportation, telecom, hospitality, services, and even not-for-profits. Regardless of industry, we have found that five things separate successful plans from those that keep coming back each year having accomplished little of what had been planned.
Closed-Circuit Thinking is a result of the interplay between perceived personal vulnerability and how individuals understand and accept truth. Here we explore the implications for managers and the rest of us.
Motivated Reasoning is the tendency to develop elaborate rationalizations in support of a given point of view, and then seek out sources to support that point of view while ignoring contrary evidence. Relying on single studies is a poor basis for arriving at conclusions and making important decisions. Look for systematic literature reviews and consensus panels.
In the Rules of Entrepreneurship six themes consistently ran through the narratives of the participants. Digging deeper into each theme provided a wealth of wisdom about the experience of succeeding through risk-taking and ownership of results.
Pinchot and Pinchot coined the term intrapreneur to describe someone working with an entrepreneurial attitude in a corporate environment. We organized a formal study of Intrapreneurship looking at organizations that had successfully managed to implement it. The findings were both surprising and encouraging.
The research methodology of Grounded Theory gets its power from approaching problems without hypotheses and building theories from the ground up. Taking the time to discover changes in context promises a big payoff in success, efficiency, and cost.