Wednesdays are for Bits and Pieces. This post was prepared 5/29/15 for publication 6/10/15.
Osborne, Larry. Innovation’s Dirty Little Secret: Why Serial Innovators Succeed Where Others Fail. Grand Rapids: Zondervan, 2013. Kindle Electronic Edition.
Chapter 16, “Breaking Through: The Need for New Advisers” (Loc. 1644-1757)
When the leader “hits the wall” he normally responds by a focus on work. Often this accomplishes a lot, but not always. Osborne asks what else can help (Loc. 1647). He suggests a first tack is to find new advisors (Loc. 1664). This may be difficult since organizational leaders are often resistant to change. New advisors are often seen as outsiders.
Osborne describes the normal methods of problem solving within an organization (Loc. 1670). We normally look within our leadership and their experience to find a solution, then apply it. If the leader does not have the answer, he turns it to his team. The team’s ability is limited, so we turn to other leaders who are outside the organization but related in some way. When those resources run out leaders need to look to the outside (Loc. 1692). This often involves having advisors who understand a component of your organization’s processes even without knowing the whole (Loc. 1702). Osborne encourages leaders to plan on getting input from new sources (Loc. 1724). They may also need permission from their organization (Loc. 1734).
Osborne, Larry. Innovation’s Dirty Little Secret: Why Serial Innovators Succeed Where Others Fail. Grand Rapids: Zondervan, 2013. Kindle Electronic Edition.
Chapter 16, “Breaking Through: The Need for New Advisers” (Loc. 1644-1757)
When the leader “hits the wall” he normally responds by a focus on work. Often this accomplishes a lot, but not always. Osborne asks what else can help (Loc. 1647). He suggests a first tack is to find new advisors (Loc. 1664). This may be difficult since organizational leaders are often resistant to change. New advisors are often seen as outsiders.
Osborne describes the normal methods of problem solving within an organization (Loc. 1670). We normally look within our leadership and their experience to find a solution, then apply it. If the leader does not have the answer, he turns it to his team. The team’s ability is limited, so we turn to other leaders who are outside the organization but related in some way. When those resources run out leaders need to look to the outside (Loc. 1692). This often involves having advisors who understand a component of your organization’s processes even without knowing the whole (Loc. 1702). Osborne encourages leaders to plan on getting input from new sources (Loc. 1724). They may also need permission from their organization (Loc. 1734).
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