企業(yè)要創(chuàng)新，先從這四件事開始
Kristen Bellstrom
2017-10-16
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創(chuàng)新是企業(yè)界最青睞的時髦詞匯之一，但我們停下來并探究其真正含義的次數有多少呢？ 本上周一，科技巨擘微軟首席體驗官朱莉?拉爾森-格林在《財富》最具影響力女性峰會上提出的定義是“想法加影響”，這個定義對該公司員工來說一直都很有幫助。 拉爾森-格林說，無論有怎樣的顛覆性并且如何令人興奮，想法只是一絲閃念，除非它能對世界產生實質性影響。當然，關鍵往往是把這些新鮮的尖端概念轉化為現實。至于實現方法，拉爾森-格林和峰會上的其他發(fā)言人為聽眾介紹了一系列實踐竅門。 轉換思路 花旗集團拉美業(yè)務CEO簡?弗雷澤說，害怕變化是人類天性，但恐懼會扼殺創(chuàng)新，“要把恐懼心理趕走”。她建議說，不要把員工放在“被告席”上，讓他們覺得需要保護自己的工作并為之找到正當理由，試著鼓勵用創(chuàng)新幫助其客戶的方式把他們團結起來。弗雷澤表示，花旗銀行也越來越重視激發(fā)員工的好奇心并鼓勵他們問問題。 顛覆自己的領導 埃森哲北美業(yè)務CEO朱莉?斯威特認為，實現持續(xù)創(chuàng)新最大的難點就是愿意改變領導方式。她說：“這對領導者來說往往是最困難的事情?！辈贿^，盡管 “團隊中一些人無法伴隨其走完創(chuàng)新旅程?！钡鼡Q忠心耿耿的團隊成員仍可能令人痛苦。斯威特同時指出，建立一個性別、年齡和種族上都真正多元化的領導團隊將有助于帶來新的思路。如果企業(yè)拒絕這樣的徹底變革，就不會真正實現創(chuàng)新，“那么留給你的就是空想。” 考慮自己的商業(yè)目標 Nest首席技術官松岡容子指出，雖然所有公司都需要創(chuàng)新，但為了顛覆而顛覆不會起作用。以松岡和同事們共同建立的Google X，也就是谷歌超級神秘的創(chuàng)新實驗室為例。這個團隊創(chuàng)造了“教科書式的變革”技術，但“他們賺不到錢”。她問聽眾：“這是大多數公司所追求的嗎？”（許多人都搖了搖頭）?！盀樽约旱腉oogle X許愿時要小心，因為你得到的也許并不是你想要的。” 專注 松岡容子說，猜想中的變革不可預測，而且正迅速朝我們奔來。但實際上，“創(chuàng)新的速度真的很慢，它不像我們想的那么嚇人。”她估計，如果把峰會上的發(fā)言人組成一個團隊，那么她們或許可以找出約90%的今后幾年將改變企業(yè)的力量。松岡容子建議，不要去追趕潮流或者競爭對手，所有公司都應該問自己一個問題：“我們都知道要出現的是這些東西，那么我們應該集中在哪一個上面呢？”（財富中文網） 譯者：Charlie |
“Innovation” is one of the business world’s most beloved buzzwords—but how often do we stop and ask ourselves what the term really means? Speaking at Fortune’s Most Powerful Women Summit in Washington, D.C. on Monday, Julie Larson-Green, chief experience officer at Microsoft, offered a definition that’s been helpful for employees of the tech giant: “Idea plus impact.” No matter how disruptive and exciting, she says, an idea is just a flight of fancy—unless it can create a meaningful impact in the world. Of course, the trick of the thing is usually turning those new, bleeding-edge concepts into a reality. Larson-Green and her fellow Summit panelists offered the crowd a series of real world tips for doing just that. Change the mindset It’s human nature to be afraid of change—but fear kills innovation, says Jane Fraser, CEO of Latin America at Citigroup: “Get fear out of the equation.” Rather than putting employees on the defensive, where they feel they need to protect and justify their jobs, try to rally them around the ways innovation can help their clients, she suggests. Citibank has also increasingly focused on encouraging workers’ curiosity and prompting them to ask questions, says Fraser. Disrupt your leadership Julie Sweet, CEO of North America for Accenture, says that one of the most difficult parts of achieving continuous innovation is being willing to change leadership. “That is often the hardest thing for leaders to hear,” says Sweet. But while replacing loyal team members can be painful, “some of them can’t make the journey.” Creating a leadership team that’s truly diverse—gender, age, ethnicity—helps drive fresh thinking, she adds. When companies resist such sweeping change, you don’t get true innovation, says Sweet: “Then you get projects.” Consider your business goals While every company needs innovation, disruption for disruption’s sake does not work, says Nest CTO Yoky Matsuoka. Take Google’s super secret innovation lab, Google X, which Matsuoka co-founded. The group creates “paradigm shifting” technology, she says, but “they’re not making money.” “Is that what most companies are looking for?” she asked the audience (many heads shook no). “Be careful asking for a Google X because what you get might not be what you’re looking for.” Focus The hype around change is that it’s unpredictable and rushing at us at a furious paces, says Matuoka. But in reality, “innovation happens really, really slowly—it’s not as scary as we think.” She speculated that, as a group, the panel attendees would likely be able to identify about 90% of the forces that will transform business over the next few years. Rather than chase trends—or your competitors—Matuoka suggests all companies ask themselves one question: “Given we all understand those things are coming, which one should we focus on?” |
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