You might need a Company Culture VP

Company culture advisor

In the past year or so, with so many media scandals about various company culture dysfunctions, many other corporate cultures being dissected, scrutinised and analysed, and the many advice published online, it seems about time to hire Company Culture VPs to ensure the culture is supporting and not hindering your strategy and image. In this short article, I’m presenting the three key missions of the company culture VP. Continue reading “You might need a Company Culture VP”

How to deal with startup fever in your company, part 1

Startup fever - innovation copilots

While the first wave of the digital revolution is now well over, most corporations are victims of some level of rude awakening. Surprisingly enough for me, the sovereign cure for their lack of strategic vision and their risk-aversion has been isolated: startups. The common belief is if you look well enough, a six-month-old post-internet company in dire lack of funding is already building what will replace your multi billion global business. Even if you might be very lucid about the sheer foolishness of this trend, there are probably already many senior members of your executive committees who are victims of this startup fever. Let me offer one of the many ways to deal with that issue (and then maybe, have good reasons to work with startups). Continue reading “How to deal with startup fever in your company, part 1”

Building corporate incubation with Monty Hall

Trading Risk - Merkapt

A few days ago, I was discussing how wrapping your head around the Monty Hall problem could help you better understand the importance of failure in innovation. If you take it a step further today, we could argue that most corporate incubation programs should be build around this probabilistic calculation.

Continue reading “Building corporate incubation with Monty Hall”

35 Ways self-driving vehicles are happening before 2020

35 ways self-driving vehicles will go live before 2020

The key argument of doubters on how fast the self-driving vehicles will go live is risk and the social acceptability (or the lack thereof) of deaths from vehicles making choices on their own. Truth to be told, yes, social acceptability is a steep barrier to entry for adopting technologies at large scale. You should nonetheless remember that innovation is not a clean decisive strike either, its death of the status quo by a thousand cuts. Continue reading “35 Ways self-driving vehicles are happening before 2020”

Emotions powered innovation

Leveraging emotions to get more powered innovation is like being able to harness an underestimated and sustainable source of energy. What is stopping you?

Emotions powered innovation

When we talk about innovation we say it is motion. Until there is movement or change in the market, you cannot call your invention or idea an innovation. Emotions at work can either support or hinder innovation. They can be strong drivers for action, change and movement, and keep people alert and aware of signals in their environment or become uncontrollable, completely unproductive or even freeze creativity. Finding the “right” level of emotions or as I call it “emotional sweet spot” is key to powered innovation. Continue reading “Emotions powered innovation”

Dealing with failure in innovation and the Monty Hall problem

Innovation literature is flooded with various arguments on why and how you should take risk as a company. As someone who’s depending on the success of the companies I work with (sometimes I even presume much more than their own management), I can’t avoid being one of these risk evangelist. The problem essentially is always the same. Risk is waved on principles as a good thing supported by plethoras of well-thinking weak sauce arguments. Inevitably, all these arguments are swiftly shelved when real work needs to be done. Continue reading “Dealing with failure in innovation and the Monty Hall problem”

Understanding the new network effects

Understanding network effects has been the underlying driver of the software revolution sparked less than a decade ago. And as always with innovation, as soon as we think we start to grasp it, it already morphes into something new. In our case, new network effects appear and we barely start to grasp them.  Continue reading “Understanding the new network effects”

Three scenarios of corporate culture change

From birth to old age, the company culture is not embedded in the same way. Hence it is essential to take a differentiated approach to corporate culture change.

Three Ages of Life

The main reason why a corporate culture change fails is the lack of awareness of what the specific culture of the company is. Although it can be observed via the behaviours of employees, leaders are often blind to it until something unexpected and critical for the organisation happens. As it was the case for Uber and United Airlines. But waiting for such a wake-up call might be lethal as the company may not be able to readjust the culture in time and recover from the public blow. Continue reading “Three scenarios of corporate culture change”

A full stack approach to corporate culture change

Avoiding the usual pitfalls of culture change means focusing on coherence and meaning.

full-stack approach to corporate culture change

Even when most of the “right” ingredients were implemented, most corporate culture changes fail anyway. And the quintessential trap is always the same: the culture of a company is a multi-layered assemblage. Work on one layer at a time (such as the behaviours) and you’ll have results. However, after a while, other layers that were unchanged (values, vision…) will collide and counteract the initial results. These various elements of corporate culture move at different speeds. They don’t even have the same plasticity and are driven by factors that can be very counter-intuitive. In the end, avoiding a full-stack approach to corporate culture change is a rookie mistake. Let’s see then how to deal with it… Continue reading “A full stack approach to corporate culture change”

4 Keys to boost your reverse mentoring programme

After a few years designing and supporting reverse mentoring programmes, many of the same issues keep coming back. Reverse mentoring is often a great strategy to support the digital transformation of an organisation since it connects senior decision makers with junior digital natives. The idea is simple, by encouraging cross-generational discussions and experience sharing the organisation gains in agility in the digital era. However, in reality, many issues cloud this simple logic and we are going to explore why that happens and how to get over it. Continue reading “4 Keys to boost your reverse mentoring programme”