Example of an orgnaisational culture that is open and boast of freedom to test ideas. Current team in US study trip. Photo by Dee Chia.Tagline "Ask Forgiveness, not Approval" - The spirit of the Silicon Valley.... almost everyone we spoke to....those in IDEO, Plug and Play and even the NUS undergrads at Stanford said the hallmark of the Silicon Valley experience is rewarding failure. Fail early to succeed sooner!
I See 4– Innovate from the core; define an organizational vision that galvanizes and identify areas for innovation
Draw on strengths, rally staff around meaningful vision and channel resources to work on key strategies aligned to vision.
LEGO: Core competency is designing toys for independent learning and vision is simple and powerful: Learn through play.
Kaospilot: To be the best organization for the world. Focus on developing skills and mindsets to enable positive contributions to society.
Carlsberg: 7 areas for innovation (beer packaging, beer experience, social and environmental responsibility, consumer health and well-being, easy access, connecting people and brand image.
I see 5 – Act through, not just think through; no need to be perfect
Leave sufficient uncertainties in plans to allow things to evolve and change in execution. [ Contrast with our approach of having a detailed and perfect plan prior to execution.]
Trust in the people doing execution, but also have good monitoring mechanism in place
ITU, SKUB and INDEX are experimental projects set up to explore feasibility of such schools; all had no detailed blueprints provided by government.
Specially identified CEOs brought in to co-create the plan with stakeholders.
I see 6 – Dilemma for big organizations: creativity vs systems, seed vs scale
Operation model (efficiency and accuracy) vs innovation model (experimentation and risk-taking)
LEGO: Dichotomy is between creativity and systems lens
- Systems: take care of current business and run things efficiently
- Creativity: Spot future trends that could bring organization to new heights and invest in experimentation
Bifocal leadership development program to help managers use both lenses depending on context.
I see 7 – Optimal and creative use of space to influence behaviour
Bosch & Fjord: Humans are creatures of habit and we must change environment to trigger desired behavioural changes.
Hellerup Skole: Spaces designed to encourage students to explore new learning and discourage teachers from frontal teaching.
Breaking barriers to create more interactions:
Such a fabulous Blop!
Check it out: More photos in earlier post on Tuesday, March 11, 2008
I found this on the web: SImply AWESOME! http://www.designverb.com/2006/08/22/red-bull-hq-london-whoohoooo
http://positivesharing.com/2006/10/10-seeeeeriously-cool-workplaces/
http://positivesharing.com/2007/03/12-ways-to-pimp-your-office/
4 comments:
i find the rewarding failure insight interesting, so just rambling a little.
how high up the (political) ladder can forgiveness go?
and what does it mean to "fail"? looking through some of the other posts also, i guess the higher up you go, the less you can afford to fail? and small scale innovations are better than not innovating at all.
I think instead of rewarding failure we should forgive mistakes and move on to build on the mechanisms or have the guts to start all over again. Designing of good core competencies across curriculum will have a great impact on education because they will have to blend with the global changes.
Kokilavani Vassou
CPDD - LLB2 - TL Unit
Exploring, asking questions....are challenging events that will lead to turbulence, doubts the unknown and the unfamiliar. There should be no worries about the outcome if an organization's leadership is commited to this process and willing to support a constructive journey through the period of uncertainty.
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