Monthly Archive for June, 2007

Making things happen is a lot about getting things done

Daniel Lewis is at it again. Still finishing his MBA, the first of a chain of micro-convenience stores is opening in the next few weeks. One of the most inspiring characteristics that Daniel demonstrates is that he just does things. Behance calls this “bias to action“. It’s great to be creative, but to be innovative (that is to implement and apply your creativity) or even to be memorably creative, you have to make things happen.

Marketing yourself is vitally important of course – such is the role of self-presentation and self-promotion - but you also have to get things done.

The messiness of innovation

Changing things is great, though it’s important to keep making progress. And when you’re trying to do something amazing all the time, you have to make sure that you have spare time… otherwise, you’ll end up being late for everything a lot of the time. Back in the 1930s, Felix Pollaczek said this: “high capacity utilization and high variability in task-completion times can combine to create severe delays.”

So if you are committed to getting things done, keep focused on tasks whose duration you can maintain good control; if you are looking to do something amazing, don’t work too hard.

Then again, you could take a leaf out of Tim Ferris‘ book and just work for four hours a week… if you can eliminate time wasting habits, put your cashflow onto autopilot by outsourcing everything that you can, and keeping mobile by moving from place to place in a series of mini-retirements (ie work hard, play hard). I like his style…

I do love how there are so many ways to express the same thing. “Behonce’s Action Method” strikes me as being just a fragment of David Allen’s Getting Things Done (GTD) approach, though it’s still a nice way of expressing the sentiment. I like to think that I come up with the odd novel thought from time to time… though maybe I ought be satisfied with just coming up with my way of expressing something. Yet I really do love their Action Pads and how they’ve created a product from their service experience!

Dilemmas of innovation culture and capabilities

Innovation is cool. Everything that we see around us were once a figment of some freak’s imagination… a figment that, over time, became a spark, which lit a fire which drove an engine that made things change. To me, that process of innovation is fascinating!

One of the most challenging parts of innovation – and one of the things that makes it so fascinating – is the complexity. It’s not like we can wake up some morning and decide to have a Nobel Prize winning breakthrough innovation – the disruptive innovations that really make a difference usually come from unexpected places and not as a result of ‘hard work’.

It was interesting to see that 3M – the guys that came up with the Post-It note amongst a heap of other stuff – are running through that dilemma. A few years ago, they brought in a CEO who made them really efficient – using GE’s famous Six Sigma program – but who arguably drained out the culture and capabilities that yielded the innovation that made 3M the poster-child creative companies (more).




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