How to Seek, Seed, and Scale Innovation

change

The Change Maker’s Playbook

Innovation is dynamic, iterative, and even messy – but with the vast problems facing the world, and opportunities to harness people’s creativity, passion, and desire to make an impact, there has never been greater potential to make a dent in as-yet unsolved economic, social and other issues. Leadership qualities, not always and not simply technology, are the essential ingredients.

I recently spoke with Amy J. Radin, author of The Change Maker’s Playbook: How to Seek, Seed and Scale Innovation in Any Company. Amy is a nationally recognized Fortune 100 Chief Marketing and Information Officer.

 

“Purpose defines what you stand for and why your business exists.” -Amy J. Radin

 

The Power of Purpose

I love this line in your new book: “Purpose defines what you stand for and why your business exists.” Tell us more about the power of purpose and why it’s so important to change makers.

Purpose defines the marketplace problem the change maker wants to solve. It’s why they pursue an innovation.  They see the need to create something new, to fix something they see as really broken.

Purpose is grounded in emotion, but it’s far from touchy-feely. Purpose:

  • Focuses everyone on unifying beliefs, makes collaboration the norm, and aims resources at the vision and nothing else.
  • Minimizes the corrosive effect of internal politics — everyone is committed to the same point on the horizon. Purpose is an energy booster.
  • Sets the goal post on achieving aspirations to meet real market needs. Of course, financial results matter, but the purpose-driven team delivers financial impact and sets itself up to meet broader stakeholder needs.

 

“Purpose means knowing what you stand for, why you want to exist.” -Amy J. Radin

 

Resourcefulness is a key behavior of change makers. How should leaders encourage resourcefulness?

Resourceful leaders are those who can find a path forward no matter what. Doing so means they are making progress even though they have what can look like severe resource shortages.

Much of anyone’s resourcefulness comes from an ability to help everyone in their orbit to be more resourceful.

First, be a role model of resourcefulness behaviors.  My favorite example of all time is one I uncovered while doing the research for The Change Maker’s Playbook: Drew Lakatos co-founded ActiveProtective, a company working on an innovative device – think of it as the wearable equivalent of an inflatable air bag — to attack the growing medical and social crises caused by millions of seniors’ falling every year in this country. He had purpose and passion, but lacked capital.  So, he went around to junkyards one Saturday morning, and extracted non-bloody air bags from wrecked cars. Then he combined these with bicycle tire inner tubes, working with his local tailor to create components of early proof-of-concept designs – for a few dollars apiece. They were convincing enough to win critical support to get to the next steps.

Second, when assessing potential hires, listen for stories of how they have demonstrated resourcefulness in their lives. If you don’t hear evidence of real tenacity, move on.

Third, be open-minded about how things are done, not just what is getting done. Being resourceful means finding and supporting non-obvious ways to accomplish milestones and achieve goals.

 

“Resourceful leaders treat others with respect and value people as people, and as a result inspire and attract others to enable their purpose.” -Amy J. Radin

 

Fourth, promote a culture where seeking help is a mark of leadership and strength, not a sign of weakness. I see organizations where people are afraid that they will be fired if they admit ignorance. I see cultures punishing people who admit they don’t know something or would like help. These are environments where innovation cannot ever be successful.

 

“Resourceful leaders are those who can find a path forward no matter what.” -Amy J. Radin

 

Lessons from Edison

Unleash the Power of Brand-Culture Fusion for Maximum Growth

fusion

Having read more books than I can name about leadership, branding, and culture, I am surprised at how rare it is to see one that combines the power of all of them.

But that’s just what my friend Denise Lee Yohn did in her exceptional new book, FUSION: How Integrating Brand and Culture Powers the World’s Great Companies.

As one of the world’s leading authorities on brand-building, Denise tackles one of the most important and overlooked aspects of a strong brand: company culture.

It’s the FUSION of brand and culture that creates organizational power.

After reading the book, which I also proudly endorsed, I followed up with Denise to talk about her research into brand and culture.

 

The Importance of Culture

Denise, you are well known for your work on branding. This book takes a different turn as it is as much, if not more, about organizational culture. Tell us about why you decided to address culture.

FUSION actually came out of my work with clients on strengthening and/or repositioning their brands.  I found that our efforts were sometimes held back from making as much of an impact as they could have because of cultural issues inside the organization. If the culture of the organization wasn’t aligned with the brand, some leaders wouldn’t want to include culture as part of brand-building, or they didn’t appreciate the need to align and integrate their brand and culture — to create brand-culture fusion — and that prevented them from realizing the full potential of their organization and their brand.

 

“Great brands are built from the inside out.” -Denise Lee Yohn

 

You say that a key leadership responsibility is the integration of culture and brand. Has this always been true? What are the best ways to accomplish this?

Brand-culture fusion has always required strong leadership from the top of the organization, but it has become more important in recent years, given the corporate culture crisis that has arisen. Leaders can no longer assume their organizations will have a healthy culture if they’re nice and decent people — it takes deliberate effort to cultivate a unique, valuable, sustainable culture.

 

“You must accept the challenge to lead your organization to greatness.” -Denise Lee Yohn

 

Drop Your Mission Statement

Build an Unstoppable Organization

Wrecking Ball

Become Unstoppable

 

How can you continually improve your employees’ morale and performance?

How can you stay ahead of your customers’ ever-changing needs?

How will you survive financially amidst rising costs?

 

A version of these questions was on the back cover of The Unstoppable Organization and drew my eye and pulled me in. The book’s author, Shawn Casemore, is an authority in employee and customer empowerment. His consulting practice is focused on helping leaders build organizations stronger through their people.

After reading the book, I talked with Shawn about his work and the book.

 

Unstoppable Characteristics

What are the characteristics of the “unstoppable organization”?

An Unstoppable Organization is one in which the CEO and leaders from across the organization perceive themselves as facilitators of their employees needs, suggestions and ideas. Their priority is to remove the barriers and obstacles that stand in the way of their employees getting their job done. In turn the leaders of Unstoppable Organizations recognize that by creating an environment in which their employees can thrive results in an environment in which customers are satisfied.

 

“An unstoppable organization is one that puts its people first, placing them at the forefront of creating a brand promise.” -Shawn Casemore

 

Customerize Your Future

What is “customerizing” and why must companies do it?

An unstoppable organization is one that puts its people first, placing them at the forefront of creating a brand promise that will satisfy the evolution of customer demands. When people aren’t placed first, the brand promise ultimately will fail. Domino’s was only able to meet it’s brand promise of “30 minutes or it’s free” by having it’s entire team in each store be dedicated to creating a consistent product that was delivered on-time every-time. Your customers want customization, and it’s through your employees that you can actually define and meet this growing need. With the right product knowledge and a clear understanding of the customer, employees are well equipped to provide the ideas and support necessary to satisfy your brand promise.

 

“Businesses often forget about the culture and ultimately they suffer for it, because they cannot deliver good service from unhappy employees.” -Tony Hsieh

 

How do leaders best build an organizational culture that adds value to customers? 

Build Authentic Content to Revolutionize Digital Marketing

native advertising

The Fastest Growing Part of Advertising

Most of us don’t know what native advertising is, but it’s one of the fastest and most important growing parts of advertising today.

In fact, 40 percent of publishers expect it to drive at least a quarter of their revenue. Almost $10 billion will be spent on it in the next few years.

This is advertising that doesn’t quite look like advertising.

 

Watch the money. $10B will be spent on native advertising in the next few years.

 

Knowledge is power. So it’s important to know what it is, how it works, and its effectiveness, whether you’re leading a marketing team or whether you’re simply a consumer of information.

Mike Smith is Senior Vice President of Revenue Platforms and Operations for Hearst Magazines Digital Media and Senior Vice President of Advertising Platforms for Hearst’s Core Audience. (Can you imagine fitting that title on your business card?)

I recently caught up with Mike to talk about his new book, The Native Advertising Advantage: Build Authentic Content that Revolutionizes Digital Marketing and Drives Revenue Growth.

 

Orange Is the New Black

For those who have yet to have the opportunity to read your book, what is native advertising and why is it so important?

Discover Your Positioning DNA and Dominate Your Competition

dna

Branding that Gets to Aha!

Andy Cunningham played a key role in the launch of the original Macintosh. Which I think qualifies her to say, “Hey, I’m kind of a big deal!” I mean, Steve Jobs level big deal.

But she doesn’t say that at all. Instead, she helps other organizations with branding, positioning and marketing.

She’s just released a book, Get to Aha!: Discover Your Positioning DNA and Dominate Your Competition. It’s a framework to help you understand and position your company. I found it intriguing and asked her to share some of her experience with you.

 

“Perceptions today are grounded in and sustained by authenticity.” -Andy Cunningham

 

Branding Gone Wrong

You recently surveyed 100 North American CEOs, and fewer than 1/3 felt that the brand strategy they had commissioned had been effective. Why do we so often get it wrong?

Branding campaigns fail or fall flat for several reasons: resistance to change, uncertainty around how to implement the strategy, too many competing ideas—maybe even business strategy that has moved beyond a recently completed brand initiative.

But there’s another big reason: branding is too much fun. (Yes, really!) Branding is the part of a marketing campaign that gets a lot of attention—the eye candy that the senior leadership is quick to notice. Why? Because it speaks to the emotional side of a product or service and is a great distraction from the day-to-day, boring details behind that product or service. But when you launch straight into branding before parsing those “boring” details—before you understand the exact space in the marketing landscape your company is uniquely qualified to fill—you’re putting the cart before the horse. A sexy or fun brand package is great to look at, but if it doesn’t capture a company’s role and relevance in the market (its position), then it’s little more than a pretty face without any substance to back it up. That’s where my DNA-based methodology comes in. It offers an actionable framework for using your company’s genetic makeup to determine competitive advantage.

 

 

The 2 Most Important Questions