Showing posts with label Creating Innovation. Show all posts
Showing posts with label Creating Innovation. Show all posts

Aug 11, 2008

Product and Service Innovation Team-Building

Are you innovating in a vacuum?

When you read this question, the knee-jerk response is to say “Hey, Scott, I don’t innovate in a vacuum. I always ask several of my friends and close advisors their opinions of my new (product/service/website/store layout/etc.).

If you’re focusing efforts on innovation, I’ve got a question for you:

Who are you involving in the process?

Some people think that by involving a bunch of other people means that you’re got a “team” approach to innovation. I beg to differ. I conceptualize that you need different personalities to make sure you’ve evaluated the full spectrum of personalities and perspectives on the product or service you’re innovating. Who do I think ought to be on your team? Check out this list:

The 7 Core Critical Innovation Team Players

1. Idea People.

If this isn’t you, find a couple. I’m fortunate, in that I’m able to “get on a roll” when I start brainstorming. I’ll throw out one idea (which might suck) and that leads to another idea (which might be good). If you’re like me, and think of ideas, then great. Otherwise, get someone like me on your team!

2. Designers.

The next people you need on your team to innovate are designers. Notice, these aren’t operations experts, family members, or other people you might have claimed were your “A-Team” before reading this. Nope. Designers think differently. They stop verbalizing and start DRAWING. Designers think visually. I love designers, because designers think differently than the average person. Designers are visual. A designer will take a concept and immediately start drawing it or combining random objects to visualize, physically, what you’re describing. I’m not talking about a PROFESSIONAL designer. Many people with design thinking aren’t even considered design professionals. Several qualities good “design” thinkers possess include: (a)”can-do”attitude, (b) think and draw simultaneously, (c) simplify complexity, and (d) consistency in performance. Designers also help you make sure your outcome is visually more attractive. Always have one designer – if not more – on your innovation team.

3. Logistics Experts.

By logistics, I don’t mean a nay-sayer, but someone who can think through the critical process of discovering an obstacle – finding a workaround – creating a solution type thinkers. Logistics Experts understand operational process, and quite good at constructing things. These are the engineers, the builders, and also include people who can reverse-engineer. Find one or two of these people to add to your team, and you’ll eliminate problems in functionality.

4. Marketing/Copywriter.

You’re going to need someone who knows how to spin your pitch. Make sure you’ve covered your basis. Don’t try to write your own copy when an expert will help you sell 10x whatever you might otherwise. Tighten your pitch and get good copy. You’ll be thanking me later.

5. Legal adviser.

You will need legal on your innovation team for trademark search and filing when you’re creating a new name. Make sure you don’t get the whole product or service designed, labeled, and shipped and then find out your trademark is in violation of someone else’s name. This will save you money down the road.

6. Accountant.

Make sure you can produce your design or service economically. When you ramp to scale, you do need a bean-counter on the team to make sure your ideas will be profitable.

7. Test-users.

I’m always surprised how few people conduct field-testing before rolling out a new service, a new product, or other innovation. If you haven’t tested people’s reaction to (a) your pitch, (b) product/service, (c) name/slogan/copy, (d) buying process, (e) usability, (f) customer experience, and so forth, you’re leaving a loophole that kinda matters: what people who buy your product/service actually THINK about it. Without that data, how are you ready to release? Make sure you test FIRST. It’s like the old carpenter cliché: “measure twice, cut once” and it applies to your innovative team, too.

So, that’s the core critical 7 team members of who I believe you need on your innovation team. Do you have other people or personality types you’ve found useful to develop innovative products and services? If so, share your comments below.

________________________________________

Copyright © 1999-2008 by ARRiiVE Business Solutions. All Rights Reserved. SUBSCRIBE.
Like it? Share on del.icio.us or Stumble Upon.

Aug 7, 2008

Innovations In Teamwork

Are you frustrated with corporate environments that limit your ability to create, collaborate, and share ideas freely?

I know the feeling. That's why I recorded a special radio show on the subject of the problem with PYRAMID systems and my approach to a solution, the DIAMOND-CIRCLE.

I call it turning the pyramid from TOP-DOWN to INSIDE-OUT. My model has the core not at the top, but in the middle. My functional managers aren't on rings further down a pyramid ladder, but layered in concentric circles from the core.

Does this resonate with you?

If so, I'm creating software to help facilitate this type of model in enterprise systems and organizations. It is especially useful when you have groups located across geographical boundaries and crossing functional boundaries. If you want to be on the email list for BETA experimentation, please contact me.

Otherwise, you might enjoy my discussion on this subject here:



If you're interested in learning ways to create an empowered organization in your company, school, or government organization, contact me. I'll be happy to explain more and help you out where I can. I also provide more detailed consulting on how to implement systems that employer people to collaborate, create, and be more confident that their voice is heard.

It starts at the top. You've got to be the change you want to see manifested in your organization. Are you strong enough to brave the forces who will ridicule the paradigm shift? If you are, then you're the type of leader I'm seeking to work with.

If you're further down in your organization, but want to see the type of change I'm describing, then contact me to get your voice heard. It can start as simply as commenting on this post. Weigh your thoughts in below.
________________________________________

Copyright © 1999-2008 by ARRiiVE Business Solutions. All Rights Reserved. SUBSCRIBE.

Like it? Share on del.icio.us or Stumble Upon!

Jul 26, 2008

Are Blogs Better Than Websites, On ARRiiVE Radio

Recently at ARRiiVE: Innovation In Business Radio Show, CEO Scott Andrews discussed the topic: "Are Blogs Better Than Websites?"

Visit http://www.talkshoe.com/tc/37798 to listen to the show.



ARRiiVE: Innovation In Business Radio Show

Broadcasts Wednesdays at 2:00PM PST / 5:00 EST.

SUBSCRIBE to ARRiiVE: Innovations In Business Radio

See related article about Why Blogs Are Better Than Websites.
________________________________________

Copyright © 1999-2008 by ARRiiVE Business Solutions. All Rights Reserved.

Nov 29, 2007

How To Draw Live Participants To Your Talkshoe Radio Show

My Top 11½ Tips for Drawing Live Participants, by Dave Nelson, CEO of Talkshoe


TalkShoe is built for live interactive podcasting. Many podcasters find that it's more fun, fulfilling, and profitable than regular podcasting! Hosts often ask about the best ways to increase the number of live participants in their Talkcasts. This is definitely one of the key challenges when you’re first starting out. My best advice is:


11) Schedule your Talkcast on a consistent day and time so that your audience knows when to join you.

10) Choose an interesting and descriptive Talkcast name so that people who might be interested will “get it” just from the title. For example, “Grey’s Anatomy Live Fan Podcast” says it all if you’re a fan of the TV show.


9) Always have at least two future episodes scheduled so that when one show finishes, your listeners know when to join you again.


8) Publicize the regular day + time + time-zone of your live show everywhere possible. Put it in your blog, in your email signature, on message boards and forums, on your MySpace page, etc., and have your friends do the same.


7) Build an email list of friends and participants to invite to every episode. Click “Invite Guests” on your Talkcast Profile page and add to your list frequently. Send invitations about 48-hours in advance and again 30-minutes before your live show.


6) Remember that about 95% of listeners will hear your recorded podcast before they discover your live show. During your Talkcast, tell those "off-line" listeners when your show is live (e.g., “Join us live on Wednesdays at 9:00 PM Eastern Time.”) and highlight the benefits of joining live (e.g., “You can text chat with other listeners.”).


5) During your live show, say your email address frequently. When people email you with questions or compliments, add their email addresses to your TalkShoe “Invite Guests” notification engine (see #7).


4) Recruit interesting guests and have live contests and giveaways – give your listeners a reason to join live and to interact!


3) Remind people to subscribe to your show. That way, they’ll get every episode, and as they come to “know” you, they’ll want to join live.


2) Keep in mind that participating can be intimidating. Encourage people to move from listening off-line, to listening live, to chatting, to talking. It may take time.


1) Have fun and be entertaining! People will want to join you again and again. For the host, and forlisteners, it’s fun to connect with people that you like; people who share your interests.



½) No matter what, always remember _______________________________.

Please share with me your best ideas for this last item. Thanks!

I've been utilizing these tips to grow my own radio show, called ARRiiVE: Innovations In Business. I've been broadcasting Wednesdays at 2PM PST. Make sure to visit TalkShoe, and type in show i.d. 37798 or ARRiiVE.

Come visit the show when I'm on and interact with me - it makes it way more fun. Or, if you're interested in getting more exposure for your Bid Idea, sent me an email at info [at] arriive {dot] com with a show theme idea. If I like the idea, you're on! You'll need a bio, break plug, and 10 questions for me to ask you about your show theme idea. This is key to my show being a success and helping me make you look like a star. The other thing I request is you promote the show to your own following (list) one week prior and the day of the show, to maximize attendance.

Out of all the points above, I think Dave's point on (a) consistency, (b) inviting guests to make the show more interactive, and (c) promoting the show regularly are all part of why my ARRiiVE: Innovations In Business show is starting to really take off.

Hope to see you at talk shoe for my next show.
__________________________________

Post by Scott Andrews, CEO of ARRiiVE Business Solutions.

ARRiiVE Business Solutions helps executives improve sales, launch products and services, and build dynamic, cross-functional collaborative teams. For more information, contact info (at)ARRiiVE (dot) com or call us at 1 (805) 459-6939.

Copyright © 2007 by ARRiiVE Business Solutions. All Rights Reserved. Article posted with copyright permission by Dave Nelson, CEO of Talkshoe. You may republish this article only if you publish in WHOLE with the COPYRIGHT and ALL ACTIVE LINKS intact.

More than bla, bla, bla: SUBSCRIBE to our feed to learn more about talk show hosting.

Nov 21, 2007

What Is Collaboration?

People are so junked-up on new catch phrases in business. It seems like "collaboration" caught on as the big buzz back in the late 1990's, but it's re-emerging as something of interest. Why?

Because people will always find collaboration useful when they are building anything new.

Collaboration has been around since the dawn of time. In fact, I think of the Tower of Babel, the story in the Bible, where people from all over the world got together to create this massive tower touching the heavens. If you want to build massive projects, or communicate across various cultures, collaboration seems to be the key to making it happen faster, and more impressively. This may not always be a good thing, but we can hope to make it so. The Wikipedia definition of "Collaboration" drills deeper into the meaning of these teams:

"Collaboration is a structured, recursive process where two or more people work together toward a common goal by sharing knowledge, learning and building consensus. Collaboration does not require decentralization. In particular, teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resources."

Let's look closer at Collaboration. Collaboration may not require decentralization, but to maximize it, a paradigm-shift to a new model of organizational structure is suggested.

Collaboration is another word for teamwork, in a sense. But moreover, a certain type of teamwork can accomplish almost any goal, and seemingly more effectively than people could do on their own, by utilizing the knowledge, talents, and resources of the collective group experience towards a common purpose.

I've been investigating the structure of teams for about ten years now. The most common structure of teams is to build the team from the top-down. This reminds me of the old playground system where two "popular" students pick other favorite students to be on their team from the kids standing there thinking "pick me, pick me!" Why teachers ever thought this was a good idea was beyond me. If you were picked first, you figured you were popular, while if you were picked last, you didn't even want to play (mostly due to the emotional damage to your self-confidence). But, this is exactly what business leaders, organization leaders, and education leaders are still doing to this day:

1. The people at the top of the pyramid get paid the most and have the highest and most "important" rank. 2. The people at the top pick the people under them, and so on, until you get to the ranks of sales, customer service, admin, and the mail room. And it all usually ends up in the mail room, doesn't it? Want to find out the health of a company, start there before reading the annual report. Anyway, looking at the top, everyone else in the pyramid has to answer to their direction, and either "get in-line" with the program or get out. It's not a very empowering situation, unless you're at the top. And, even if you're at the top, the experience is a bit like the Lord of the Flies, as described in the classic by William Golding, where the lieutenants often seek to tear down the chief at their first opportunity in their own greedy thirst for supposed power. As the cliche goes, "it is lonely at the top."

The situation in schools, businesses, and government organizations is much like that of this quote by Shakespeare, within King Lear - "As flies to wanton boys, are we to the gods, — They kill us for their sport". (King Lear Act IV, Scene 1[1]). Isn't that how it feels when we're in a top-down organization?

I recall watching a political debate last week, the concept of "merit pay" for teachers being discussed. My parents, who were both teachers, were watching this debate with me. My mother said, "they were discussing this merit pay thing thirty years ago. It isn't a good idea. The teachers that kiss-ass the most would be the ones promoted to higher pay and administrative positions." Well, that's kind of what happens now, anyway, but it would just make it worse by putting money behind it, wouldn't it?

I've been evaluating a new approach: the concept of turning top-down systems inside-out(SM). I believe that if our spiritual strength is at our core, then that is how an organization ought to be structured. Everything goes out from there. Plus, this allows more natural concentric circles of movement to occur. Jobs become less about the functional descriptions and more about organically and properly distributed use of talent.

I just stumbled across a book that is discussing exactly this situation in schools, called Deep Change: Professional Development from the Inside Out By Angela B. Peery. In this book, Peery makes arguments that all the pressures to "horizontal-ize" teaching methods have come "top-down" or "outside-in" when the profession of teaching is an "inside-out" affair. Is it any different for any OTHER job? It is for me. I've always felt that if I'm not SPIRITUALLY motivated, I'm not that into it. More than that, if it isn't FUN, I'm really not that into it, no matter how much they're paying me.

In a quote from page 15 from this Deep Change book, the author quotes Ann Twigg, a teacher struggling with the movement to standardize teaching. Twigg, who is described as an "exemplary, passionate teacher in her 17th year of teaching," shows uncharacteristic dissatisfaction from the teaching community:

"I'm still tremendously frustrated by my feelings about standardized testing. . . sometimes the angry feelings turn into apathetic shrugs: I never thought I wouldn't care about what I am doing. I've been waking up prior to the alarm, but not wanting to get out of bed just because I don't want to face another day at school. Who wants a teacher with these feelings? I wouldn't. Of course, my teacher self takes over by the time I arrive in the parking lot, and I give it my all. And sometimes I'm not satisfied with that! Where's the fun?"

How poignant.

I felt the same way in my final days at EMC2. I remember feeling, "where's the fun?" I remember feeling distrust in the system and in the organization who employed me. After all, this is the same company that, according to my former CEO at Data General prior to the merger, had promised to keep the company intact, keep the same teams, and move forward with the Data General company as a positive move. Two months later, my entire line of command was eliminated in ONE DAY. I remember not wanting to be there anymore. Those feelings cannot help but overtake us at some point and affect the quality of our work.

It seems that a pressure is mounting from top-down organizations to continue to cling to a broken system. But there is another pressure mounting within these organizations that is aching to be set-free.

It is the system, not the person, who is at fault in the modern organization. Moving into a post-modern organizational era, life has become more chaotic, more unpredictable. The expansive movements of open-source, grass-roots, and global dynamics are making it difficult even for the shadow leaders to control what is really happening. Why?

We've moved into an information era. From the industrial age to an information-age, the shift has occurred to an era where simply "producing something" is no longer the primary goal. It is now about how we share ideas, and how we share what we've produced; with "share" being the operative word. And that is where the model is breaking down.

Pyramid models are excellent for creating marching orders and going off and executing them. Notice my words: they sound like words you'd hear in the military. Because that is how a pyramid feels: like you've been stripped of your individual rights and made to conform to a system for a common purpose. And, last I checked, the military isn't really described by most people as spiritually empowering, or even as fun. But, within the traditional pyramid, sharing isn't a primary directive. And, the nature of rungs in the ladder, along with functional hierarchy, and pay systems that support this pyramid, all reinforce the mistrust in whether sharing is wise or a good idea. Certainly, more than one executive has had an idea stolen by a peer, in order for that peer to get ahead in the system. Other creative-types get stagnated, frustrated, and leave to try to find something better elsewhere (often only to get more frustrated with the next pyramid-system organization). And, this is also why so many women are leaving to start their own companies. Believe me, most women agree that the system is broken. And, this is another reason why we must embrace a new system: women in the workplace need to be women and not have to act like men to get along in that workplace.

Isn't about time someone stood up and talked about the elephant standing in the corner of the room? Forcing women to work a male-dominant model (pyramid) is not healthy to women. Women need a new model, based upon a structure that integrates male and female energy.

This is why it is time for a change. The change we need is to move from top-down to inside-out. I've created a model that makes it easier to facilitate this transition. It takes more than HUMAN RESOURCE buy-in to initiate this process. Sales, Customer Service, or Operational groups can start the movement. But, the core executive must buy-in, too. Truly, it requires an executive approach, as well as human-resource approach, if the organization is to succeed in completing the paradigm shift.

Why is this change a paradigm shift?

Think about it: while trying to write about the change, I am temped to write, "it requires a top executive buy-in..." See the problem? If I wrote, "It requires an inside-out buy-in from the executive to the functional roles of HR, Operations, Marketing, to the outer fringes of Sales, Customer Services, and even the Mail Room, to succeed," that requires you to RE-ORIENT your mental picture, and how you perceive the organization. Literally, this perspective reorientation turns the organization from top-down to inside-out.

So, if you're an advanced, cutting-edge thinker, and you agree with me that "yes, we need this type of model in our organization," then why not engage me to help you implement it? I'd love to help. It is my calling in life to advise world leaders how to create more spiritually aware, more productive and powerful organizations, through facilitating this paradigm shift. I'm working on software to help implement this type of change, and other tools to make it easier for organizations to implement.

Collaboration is a buzz that becomes more important when we find ways to strengthen the circle that swirls through the post-modern organization. Work is becoming defined less and less from a functional role and more and more into ways to harness our talents and resources. This is what I've meant about empowering the individual, and empowering the organization. It truly is an exciting era. We can define how to make this new model even more powerful in the days ahead. The choice is ours to accept the old, outdated model of the pyramid, or to embrace turning the top-down inside-out with the Diamond-Circle Model (TM), and truly build more collaborative, productive, and powerful organizations.
___________________________________

Post by Scott Andrews, CEO of ARRiiVE Business Solutions.

ARRiiVE Business Solutions helps executives improve sales, launch products and services, and build dynamic, cross-functional collaborative teams. For more information, contact info (at)ARRiiVE (dot) com or call us at 1 (805) 459-6939.

Copyright © 2007 by ARRiiVE Business Solutions. All Rights Reserved. You may republish this article only if you publish in WHOLE with the COPYRIGHT and ALL ACTIVE LINKS intact.

More useful than a cup of espresso: SUBSCRIBE to our feed to stay "in the know" with articles like this.

Nov 14, 2007

Everybody Wins - The Game

Join Scott Andrews, CEO of ARRiiVE Business Solutions, today at 2:00 P.M. PST for a special interview with Carmen Lynne, creator of EverybodyWINS (www.EverybodyWinsTheGame.com), on the ARRiiVE: Innovations in Business Online Radio Show.

Carmen ran one of the most successful dance studios in Southern California during the swing revival in the 1990's, and is currently a master hypnotherapist operating out of Redondo Beach, CA. Carmen is a graduate of the Hypnosis Motivation Institute in Tarzana, the only nationally accredited school for hypnosis in the USA, and she graduated with honors and the Director's Special Award for outstanding achievement in clinical practice.

She is also the inventor of the first socially conscious board game, EVERYBODY WINS.

We'll be discussing the purpose of the game, how groups can facilitate teamwork and collaboration through the interplay of a fun game, and other concepts like cooperation v. competition, and more!

Visit: http://www.talkshoe.com/talkshoe/web/talkCast.jsp?masterId=37798&cmd=tc

Dial: Phone Number: (724) 444-7444 and enter Talkcast ID: 37798. You might have to download the Talkshoe software first if you haven't yet listened to a talkshoe podcast or radio show prior to this show. This promises to be a very engaging and lively show. Call in with questions or simply listen in at your convenience.
__________________________________

Post by Scott Andrews, CEO of ARRiiVE Business Solutions.

ARRiiVE Business Solutions helps executives improve sales, launch products and services, and build dynamic, cross-functional collaborative teams. For more information, contact info (at)ARRiiVE (dot) com or call us at 1 (805) 459-6939.

Copyright © 2007 by ARRiiVE Business Solutions. All Rights Reserved. You may republish this article only if you publish in WHOLE with the COPYRIGHT and ALL ACTIVE LINKS intact.

More useful than a cup of espresso: SUBSCRIBE to our feed to stay "in the know" with articles like this.

Nov 5, 2007

The Demise of the Dreaded Office Cubicle - Modern Approaches to Office Design

Cubicle offices are a downer, don't you agree? With wireless networking, we are now starting to see more and more the demise of the cubicle office environments.

In reading an article at Wired Magazine, entitled, "Sorriest Looking Cubicles" the thought occurred to me, "there are NO GOOD OFFICE CUBICLES. All cubicles SUCK! They are ALL sorry-looking!"

Picture (above) from Fotolia under license.

Have I struck a nerve?


Okay, for the C-level managers at companies like DELL, IBM, HP, Google, Time-Warner, AT&T, and just about every other major corporation in existence, they'll probably read this and go "oh my God, how can he say that?" because, you see, the top officers from most companies in the world (at least, the USA) WANT you to like working in cube farms. After all, it lowers their cost of office space. And, believe me, from an Human Resources and Facilities level, Sq. Foot per employee IS an important cost factor at most companies.



But, as both an employee, and as a manager, I've never liked cubicle environments. At least, not for salespeople and creative types. I've put together a list of the problems and possible remedies, here.


The top 7 reasons cubicle environments drain your productivity:



1. I can't hear myself think in a cube farm. Too many other people are talking around me, and their discussions are highly distracting to me working at optimum level. Yes, I'm auditory, and only about 20 - 30% of your workforce is auditory. But, that's 25% of your team who is impacted by the noise/disruption factor.


2. It is impossible to have a focused high-level conversation from a cubicle environment. The CEO will tell the sales team: yes, sell high, sell wide, and you'll have better results selling. I agree. But HOW are your top salespeople (or bottom salespeople, who aspire to become top salespeople) going to get there when they can't focus or hear their conversations? I recall my earliest days selling at Businessland: when I had to make outgoing prospecting calls, I did them from the CONFERENCE ROOM. Why? Because people would walk by my cube and yell things, or conversations would make it hard to hear my critical selling conversations. The problem isn't just outgoing calls, though, as what can you do when a CEO or important prospect returns your call? When you're in a cube, the answer is NOTHING.

3. Privacy doesn't exist in cubicle environments. For people who like to operate in stealth mode, privacy is critical. This can be true for your key developers, idea people, and others who might need more security. There is no security in a cubicle environment.

4. Absence of life! I also can open my sliding window and smell the fresh air - something absent from most corporate environments. How many corporate cube farms have plants of any kind within them? You'll notice lots of cartoons, as employees fight to keep their sanity in a cube farm. I suggest planting more real plants in portable, potted containers.

5. Lack of natural light. Cubicles block natural light. False light has been proven to cause an increase in depression. Depressed employees are less productive. I guess people forget this common sense when planning their offices. How many offices have rows of fluorescent lighting overhead, the little square ceiling tiles that cover the acres of cabling running overhead, and below that is spaced the little crammed-in cubicles that people are supposed to gratefully spend all these hours slaving away for their company? I'll tell you the truth: MOST OF THEM. It's disgusting, how few companies have made the small investment into natural lighting. In my home office, I have installed natural lighting wherever possible, and use my blinds from windows that face the ocean to control my lighting throughout the day. Now, while today is foggy, most days are sunny. I happen to LOVE the sun! How about you?



6. Class-system enforced through square-footage. If the CEO has the large corner office with the conference room, administrator, and special teleconferencing system installed, and you're in a 4x6 cubicle, with one little area for your books, a picture frame, and two filing cabinets, what does this say about your position versus the CEO's position? While I agree that the CEO may have different needs and different visitors to their office, nevertheless there ought to be an office for salespeople and creative types, too. If you want to create a paradigm-shift in how you structure your company, and go from top-down to inside-out (see the Diamond-Circle model I've created and offer consulting to implement), well, you can't do it if you're stuck in the old class systems.



7. A door gives privacy, security, comfort. Cubicles have no door! Talk about the perennial open-door policy. In evaluating every company I worked where I made sales, I experienced my greatest success when I had an office with a door that closed and windows to the outside world. When I didn't have the door and windows, I maintained my success by spending 8 - 12 hours per week working from my home office, even before it was widely accepted to do so.



So, these are the top reasons why cube farms drain productivity.



However, with the advent of "wireless" technology, there is good news for office workers:


According to an article from GovTech.com: The American worker hasn't had much to celebrate lately. Wages and salaries are declining, benefits are getting the ax, unions are struggling. But there's one workplace development likely to bring joy to more than a few: The demise of the dreaded office cubicle.

What's happening in office spaces is actually a bit encouraging: major corporations, like Capital One, Google, and others, are leading a revolution in office-space design. Spaces are becoming more open, more collaborative, even, dare I say it: more ALIVE.


Do you want suggestions for ways to improve your corporate environment?


1. Drop the walls. In environments where people NEED to communicate fast and need the interaction, consider lowering the cubicle walls. This creates a natural space where people can interact together. Another way to deal with walls are to create louvred walls, that can be raised or lowered depending upon the circumstance. According to the GovTech article, employees at CapitalOne found they had 87% more productivity when they dropped the walls. Instead of emailing back and forth, they could simply talk to each other. Certain environments - especially customer support and call center types of environments, thrive with an open room format.


2. Build different offices. Where you have salespeople and creative people who need to be most effective, offer more space for these people to get quality work done. I suggest a small office for a desk, two chairs, a filing cabinet, and a bookcase, at minimum, for basic offices, then a series of conference rooms that facilitate collaboration. Offer employees the ability to book conference rooms for various team activities and customer-related activities. Create entire centers to spark creativity and design collaboration with customers into your environment.


3. Create revolving-offices. Offer "revolving offices" for people who come and go from remote locations and home-office environments. Just make sure you have the correct number of offices to people. The only way you can know this is to measure the amount of people, the number of hours, and divide by offices. In fact, you might go a step-further and load balance, depending upon PEAK usage.



4. Offer creative "home-office" options. I've always liked having an office to go to, but I also love working from home, because it is the quietest place to work, in my experience. I get the most done there, and can complete most of my tasks in that time, alone, when working for a company. Now that I run my own operation, I still love working from a home-office. This is a good option for companies, because they save a considerable amount on square-footage. Just make sure you create the revolving office for people to work out of when they DO come in to the office.



5. Bring in more "home-style" furniture. I remember visiting Google's office headquarters in 2002. It seemed innovative at the time to see lava lamps and bean bag chairs in Google's corporate headquarters. But, really, I think this is how offices used to be, way back. They got away from it, with cube farms. An office will make you more relaxed and comfortable (read: more productive) if you have more natural furniture to work from. Make sure you have some "comfort" pieces around the office, and make sure your chairs support healthy posture.



6. Consider collaborative spaces. How do kids collaborate? In a play room? At recess? Around conference tables? Why not create similar work environments for your teams?


Additional ideas include the following:



7. Convert fluorescent lighting to natural lighting.


8. Install skylights.


9. Create an outdoor workstation environment as much as possible.


10. Offer more security for employees (lockers, files, etc.).


11. Bring in more natural plants that can live in limited lighting environments.


12. Take brainstorming sessions to a remote environment. Create brainstorming session areas within your office space, if possible.

It is important to take into consideration HOW your team works. Do you need some people left alone? Do you want others collaborating? Do you want some alone sometimes, collaborating other times? You'll need a variety of spaces to accommodate each of these needs.



The cubicle, to me, offers the least attractive office-space option. It isn't very flexible, it is loud, and yet you can't collaborate easily with anyone. If you haven't done it yet, consider dropping the cubicles out of your office environment, create more open space, more "alive" space, and more flexible office space, and see if you don't discover a boost in productivity.



If you have additional ideas on ways organizations can improve work conditions, please contribute your comments (below).


________________________________


Post by Scott Andrews, CEO of ARRiiVE Business Solutions.


For more information, contact info (at) ARRiiVE (dot) com, visit ARRiiVE.com, or call us at 1 (805) 459-6939.

Copyright © 2007 by ARRiiVE Business Solutions. References in this article to an article © 2006, The Philadelphia Inquirer. Distributed by McClatchy-Tribune Information Services via Newscom. No violation of trademark or copyright intended. All Rights Reserved. You may republish this article only if you publish in WHOLE with the COPYRIGHT and ALL ACTIVE LINKS intact.

FEEDS & SPEEDS: you need to SUBSCRIBE HERE to get fed more on articles like this.

Oct 9, 2007

Great Leaders: Building An Organization Utilizing The Wisdom of King Solomon

Note: this post is copyright protected Copyright © 1999-2007 AspireNow, and used with permission. Do not reprint unless you've been given specific written permission to do so by http://www.AspireNow.com.

In the Old Testament of the Bible, King Solomon, son of King David (who wrote most of the Psalms) demonstrates wisdom rarely seen among today's leaders. Among Solomon's writing credits are most of the Proverbs, Song of Solomon, and perhaps Ecclesiastes. Solomon ruled the kingdom of Israel during the era of approximately 970 – 930 BCE. He is credited in I Kings 4:30-34 with wisdom greater than Eastern mystics and Egyptian scholars. He wrote more than 1,000 songs (or poems), most of which are no longer available to us. Solomon likely wrote Psalm 72 shortly after becoming King. While the book of Proverbs contrasts wisdom with folly, Solomon reportedly spoke 3,000 proverbs, and various kings all over the earth sought out Solomon for his knowledge. And Ecclesiastes contains some of the strongest philosophical insights into the human condition contained in the Bible. Any number of these writings can serve as inspirational texts for anyone aspiring to leadership positions.

Regardless of one’s beliefs and religious practices, Solomon’s ideas about how to build a kingdom form a relevant metaphor that we can easily apply to society’s secular world. Today, special interest groups, in the name of freedom of speech and plurality of all religions, are intent upon corralling religion into certain religious centers and away from government, business, and society. However, the path to building a kingdom, according to Solomon, is quite different. No matter what religion a person may or may not hold sacred, peeking behind the veil of knowledge possessed by Solomon illuminates ways to lead during a time so desperate for true leadership.

This article describes the methods Solomon utilized in taking power, the political savvy he demonstrated in allying with key leaders and countries, and the swift yet fair way he dealt with dissidents. Learn how to build your own organization with the wisdom contained in this Great Leader series article, by AspireNow.

Read more here: http://www.aspirenow.com/leader_0902_king%20solomon's%20wisdom%20to%20building%20a%20kingdom.htm

Sep 18, 2007

How To Build More Creative Collaborative Teams

There are ways to spur creativity amongst your teams. In fact, to spur creativity within your company, building COLLABORATION is critical.

A common myth amongst leaders is that competition fuels creativity. In fact, according to Teresa Amabile, who heads the Entrepreneurial Management Unit at Harvard Business School, and one of the country's foremost explorers of business innovation, the opposite is more true: collaboration fuels creativity. It makes sense: people stop SHARING when they are competing. So, first of all, build COLLABORATIVE TEAMS to foster more creativity in your work environment.

Creative collaboration is a process to combine various team elements to facilitate the creative process and come up with better product ideas, strong service solutions, new sales techniques, and more. How do you do it?

Well, here is a list of 7 ways we suggest you can expand upon creative collaboration:

1. Opposites Attract. Hire people with opposing ways to looking at problems. Combine a "big picture" thinker with someone who processes "linear" thoughts. Combine the rational person with the abstract thinker. You may not have them agreeing on everything, but they'll come up with some interesting combinations.

2. Aliens Among Us. One of the beautiful things about the United States of America that I love most is the cultural diversity. While this is more obvious in major metropolitan cities than rural areas, nevertheless there is a wide diversity to choose from when making hiring decisions. My feeling: find people who come from different cultures, different backgrounds, and combine them to get more creative ideas. Asians think differently, in general, than Latin Americans. People from Russian think differently than people from France. Find people from different cultures, and rather the using that alien nature to divide, use it to find new explorations in service, product, and diversity.

3. Gender Bender. The most boring team I ever worked on was within a company where the management hadn't hired any women. I like women. I find their thoughts, ideas, and ways of thinking refreshing and even sometimes challenging. That's a good thing on collaborative teams. The movie "What Women Want" with Mel Gibson and Helen Hunt highlighted how entire marketing programs created by men have been dumped in favor of the way a woman might think, in order to embrace women. Embrace gender differences. It spurs more creativity.

4. Go Outside. Creativity is a two-step process that starts with collaboration. Start with a discussion with your team, your business partners, and people who can benefit the process you're trying to create. If you're finding elements of your team are competing, replace them with people who collaborate. Build upon the collaboration you start with. But beyond that, involve people who aren't normally on your teams. If you're in operations, bring in salespeople. Or, go an extra step, and invite customers and prospects to your planning meetings. You might be surprised by the refreshing ideas that occur - not to mention the empathy you'll gain from customers understanding the insights into what you're doing to meet their needs.

5. Plan Less, Do More. I'm not saying don't plan. I'm just saying plan only 10% of the time you spend on a project. Spend the other 90% doing. There are so many people who get stuck planning, and re-evaluating that they never do anything. In one job I found that for three months I was strategizing on the next way I was going to get my business. In the meantime, my co-worker signed $400,000 of business in accounts I'd previously called upon. Ouch. Get out of the office, drive out there and do what you need to do. If you want creativity, you can plan for so much, brainstorm to get things moving, then put things in action and find out if they work. It's the only way to know if you've got anything real.

6. Design Innovation. I once heard someone say that innovation happens spontaneously. Well, yes, this is true. However, innovation often comes from a spark from something someone has seen before. How do you handle a blank sheet of paper? In writing music, I find that usually, I'll start with something that feels good to me. Maybe a hook for a melody idea, or a rhythm on piano or bass. Perhaps I'll have a rhythm pattern on drums. But, I'll start with something. Do I want the song to feel Calypso? Do I want it to feel Gospel? I'll pick a genre, then try to create towards that. Some companies PLAN for innovation. Do you? Build elements that spur people to think in new ways in your own innovation teams. Is it round? Maybe square would be better. Is it red? Try making it yellow or blue. Is it faster? Maybe slower is more useful.

7. Remove Deadlines. People often think they work better under deadlines. Well, this isn't true. Just make sure people do something every time they meet to keep the idea moving forward. But deadlines don't spur creativity, they stifle it. Ever wonder why a musician can create a great CD, then once they are signed to a label, they must produce three albums in four years, and their music slips? It's because they're on a deadline. They HAVE to create. Someone is coming out with a new program enabling you to text in orders to restaurants to have your coffee or food ready when you get there. For people who like things fast, right? Well, for people who like to take their time with things, tea is better. Get your creative team in the tea modality and out of Starbucks modality. Take time with things that matter, such as creating.

You may find more ways to build creative collaborative teams in your own organization. But, for starters, try these:

1. Pair opposites together.
2. Pair different cultures, different ideas.
3. Put both genders together to spur creativity between the sexes.
4. Go outside your typical team and include outsiders.
5. Plan less. Do more. Plan no more than 10%, spend the other 90% doing.
6. Build innovation into your design. Plan ways to help spur innovation. Create tools, decorate walls, tear down closed spaces, or create labs where design or creative thought can more easily occur.
7. Remove deadlines. Give people the freedom to create within a structured environment on their own time.

According to David Kelley, IDEO CEO, "The more you experiment, the more you learn; the more you learn, the more you create." So make the effort to experiment with your teams. You just might be rewarded.

This article is by Scott Andrews, CEO and principal business advisor at ARRiiVE Business Solutions, helps executives build creative, empowered, and productive teams. Learn more about Scott's dynamic SEMANTIC COLLABORATION and CREATIVE COLLABORATION models and tools at http://www.ARRiiVE.com.