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Keeping the Organization and People Young
The strategy of switching jobs, portfolios or
areas of responsibilities creates an
→
innovation-friendly environment where
people stay challenged, look broader, communicate better,
→
make decisions quickly and effectively,
→
innovate
 and
build
synergies across the
organization.
A nonstop stream of new
ideas is gained though constantly
changing
→
perspectives and looking with new eyes at old practices,
→
problems
and issues.
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Creative Dissatisfaction
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Creative Problem Solving
"The biggest
benefit derived from frequently shuffling portfolios
is that it keeps everyone
just a little of guard. constantly striving
to do their best and to exceed
expectations. "
~
Jennings & Haughton
 Hewlett-Packard
Most companies tend to recruit,
train and promote people within functional corridors. But Hewlett-Packard (HP)
breaks the walls, creating a carrier network that begins with the
recruitment of
diverse people in terms of their skills and personality and
then promotes horizontally, as well as vertically throughout the company.
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Systemic Innovation:
7 Areas
"Typically, HP employees move through four to six functional areas in the
course of their
carriers. This creates broad knowledge of the company and
fosters the kind of teamwork other companies covet," says Christopher Meyer,
the author of Relentless Growth. When it
comes time to promote,
→
managers
don't look who is next down the carrier
line, they look for the best people. Neither employees should follow a
pre-defined path to a particular post, nor need they to get a bigger title
to be given new responsibility.
>>>
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Smart
Business Architect
U.S.
Department of Defense
“One of the surest ways to get a job done more
innovatively is, quite
simply, to reorganize frequently.” believes Ronald T. Kadish from the Missile Defense Agency (MDA) of the U.S. Department of
Defense. “When you put people into a new structure, it stimulates them to
rethink what they’re doing on a day-to-day basis.”
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Radical Improvement:
Kore 10 Tips
Ronald Kadish reorganized MDA on a major scale
twice in less than two years. He had to do so because the organization was
refocused in order to adapt to external changes. MDA needed to orient people
toward a new goal, and
reorganizing was one way to do that. It’s traumatic
for most people in very hierarchical organizations, like MDA. But on
balance, Ronald Kadish found that “people respond well if you can get them
to focus not on the inconveniences of restructuring but on the satisfaction
of setting
→
high goals and then knocking down the barriers to
→
achieving
them.”
IDEO
and their Hot Studio System
At
IDEO, a
world's leading new product design
firm, the
hot studio system is the firm's biggest
→
sustainable competitive
advantage
.
A hot team works together for a period of time. There's a lot of movement at IDEO
among studios and between
→
teams . If someone wants to gravitate to
another studio, that's encouraged. Each studio has a head who is responsible
for the profit and loss of that group. It's like running a small business.
There are also opportunities to be discipline leads -- people who oversee
best practices for their discipline across the whole firm...
More
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Inspiring Culture:
5 Elements
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