A sensible maxim attributed to Leonardo da Vinci is ‘Simplicity, is the ultimate sophistication’. Its common sense wisdom is simple sophistication itself – as befits one of history’s greatest geniuses. And yet so often in business otherwise sensible people, are quick to complicate and add layers of confusion. If in doubt – we add a feature, build more reports and more stuff. I recently took part in one of the excellent Splash events organised by Working Knowledge to engage students in business that was held at Weston College – and one of the things that struck me was their ability to focus on the simple. In large part I think this is because none of the students were tainted with our often misplaced love of complexity… Continue reading “Simplicity Is The Ultimate Business Sophistication”
Albert Einstein once said ‘not everything that counts can be counted and not everything that can be counted – counts’. In other words, we are in danger of spending a lot of time measuring and analysing what is not important – whilst ignoring what truly is. The marketing, innovation and sales business is not immune. A great quantity of noise, reports, feeds, briefing, planning – and meetings. Lots of meetings. Yet whilst we have a surplus of texts, emails and data we often overlook what is in real short supply – purposeful, collaborative, open and focused – business conversation.
“You have to learn that you make better decisions through collaboration.”John Chambers, CEO and Chairman CISCO. He leads a global technology business with a $40 Billion turnover and his career spans Wang Laboratories and IBM too. But he is now focusing on building better business – through smarter collaboration
The CollaborativeEdge Programme focuses upon sharpening the key relationship skills so critical to the success of innovation and business development projects. It’s a one-day Programme, ideal for marketing, sales, innovation and business development teams – and any executive or team responsible for managing high value strategic relationships.
Cap Gemini recently reported that over 80% of CEO’s they surveyed identified idea sharing as the single most important element of innovation – and yet only 16% said they had the right culture to do it. And General Electric’s (GE) survey of top global marketers revealed that whilst 86% of them agreed that partnerships were the most important element of innovation – only 21% were able to build them. We call this ‘The Collaborative Paradox’: there is an increasing demand for innovation, which is driven by smarter relationships – but due to a lack of internal and external collaboration skills, there is often a failure to innovate.
Jonathan Haidt’s latest work The Righteous Mind is a serious piece of heavy reading in every way. The hardback thumped into my briefcase at a sturdy 702 grams. And its 321 pages of erudite thinking is backed up by a further 51 pages of notes plus 17 pages of detailed index. Its sections and sub-headings are seriously crisp and the arguments are summarised and presented as ‘Exhibits’ – to give the book the kind of gravitas that would suit a judge’s chambers. And to be fair, the subject matter and the quality of the work suits it.
It is March 2012 and I am in London listening to Susan Cain, who is a phenomenon in the world of current ideas. How influential is she? Well, in the one second it has taken you to read that sentence approximately thirty-two people have viewed her standout talk at TED. And a further 451 have viewed it on YouTube – in the last hour. Her book ‘Quiet’ – ‘The Power Of Introverts In A World That Can’t Stop Talking’ – sits in the New York Times Top Five – and her piece in the New York Times attracted an astonishing 241 comments alone.
We’ve had a long love affair with seeing our problems mirrored in triumphs & lives of exceptional people and high achievers. We love their biographies and hearing the secrets of great sports and military leaders. If only we could be respected like Nelson. If ony we could be as challenging as Richard Branson or as driven as Steve Jobs. If only we could manage like Mourinho – or bend it like Beckham. And – this love affair with heroes and leaders has its dangers. There is a danger of cliché and homilies – of group think and the leadership cult. But…
Cynthia McIntryre has just published a great piece in HBR explaining why and how SME’s & corporates need to collaborate. If they want to prosper – SME’s need to form smart relationships with powerful players – and get access to their resources and experience. And likewise, if corporates really want to innovate, its been proven that they need to add the energy, ideas and freshness of SME’s to their mix. Its partner – or perish. So, why do some people still – not get it?
It is a commonly accepted truth that there are only really two kinds of problems: you either have a process problem or a people problem. And, as a senior lawyer told me recently – even the process problems really boil down to people problems. As a practitioner and evangelist for collaboration, co-operation and partnerships for over 20 years I have seen how the success or failure of initiatives mostly comes down to how well we large apes can understand, communicate, solve problems – and work together.