Tuesday, August 6, 2013

Power Networking

By Adam Rifkin as posted on Linkedin
Two years ago Fortune magazine identified me as the best networker on LinkedIn; this in turn led to some wonderful stories in Adam Grant's excellent book, GIVE AND TAKE.
Since then, every day people ask me about things I’ve learned about networking on Twitter, PandaWhale, and in real life.
I feel fortunate to have learned networking from many excellent teachers, and the greatest of these teachers was actually the Internet itself. The top three lessons of Internet computer networking serve as valuable lessons for human networking, too:
  1. Networks add value by getting bigger
  2. Networks add value by being used more
  3. Networks add value by being fault tolerant
Let's briefly explore each of these points, with some tactical advice on how to apply them.

1. Networks add value by getting bigger

It seems uncontroversial now, but that’s because our thinking has been so inflected by many years of access to a public, open, scalable Internet. Back in the day, many computer scientists argued that networks would maximize their value by being made out of nodes that were more tightly controlled by a single owner. Similarly, until recently, human networks were small, tightly connected, and controlled by gatekeepers such as elite colleges, social clubs, and prestigious professional organizations. The Web has been a great example of how technology — in the form of apps such as LinkedIn — can help foster more connections than can be maintained in real life.
TIP: Since networks add value by getting bigger, use every day as an opportunity to grow the quality of your connections. I am often asked how I created my network, especially given that I am naturally introverted. It turns out that building a network is not hard; with time and patience, you can do it, too. The key is to tend to your network a little bit at a time, over the course of many years.
A good rule of thumb is to connect with at least 1 and up to 3 people every day. More than 3 means you're not connecting deeply enough.
Each interaction need not take long; you can get started with just a single five minute favor each day. It's not about time; it's about authenticity. The main way to deepen a connection is through genuine interactions that share knowledge and stories and emotions.

2. Networks add value by being used more

There are many obvious downsides of heavy network usage: slowness, conflicts, lack of prioritization, lossiness, and low signal to noise ratio immediately come to mind. But the corresponding upsides include plenitude, ubiquity, rapid growth, and habituation. They don’t call them network effects for nothing! The same lessons apply to human networks: the more we reach out to our acquaintances, the more value we create not just for ourselves but for all of them, too.
TIP: It is important to connect EVERY day. Let's repeat that: EVERY SINGLE DAY.Some connections can be new (and, ideally, with a warm introduction from a mutual connection). Some connections should be re-connections with "dormant ties" that deepen a connection already made.
Relationships are progressions and re-connections are the fuel for that progress. Deepening 1-3 connections every single day makes you healthierhappier, and it's good for your career.

3. Networks add value by being fault tolerant

In many ways the Internet is the very worst designed network of all time (think about how often things fail when you're surfing The Web!) but paradoxically that is also its greatest strength. Every part of it was designed to fail early, often, and hard without impacting any other part too negatively. On the human level, I have learned that communities must also be designed to deal with messiness, loss, and failure. Unlike the architecture of the Internet, we also have the ability to learn and grow from the error conditions of life -- which ultimately makes the whole network stronger if we all share what we’ve learned.

TIP: Tend to your network like a garden, a little every day, by weakening connections. Weed your garden: If someone demonstrates s/he is not worth growing a connection with, do not invest more time with that person. Instead, invest that time in someone who IS worth knowing better. Over time, your network will dynamically reflect your efforts, and be wonderful and helpful not just to you, but to your connections, too.

We distill these lessons into 3 rules of thumb:

  1. Every day improve the quality of 1-3 of your best connections. Every single day.
  2. What you get out of your network depends on what you put into your network. Therefore, invest your time generously.
  3. We become more like the people with whom we spend time. Choose wisely.
Happy networking!
Source of the network at the top of this page is Flickr user yaph. Thank you yaph!
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Monday, August 5, 2013

How to Assess Your Organisation’s Capability to Innovate

In today’s rapidly evolving world the ability to create new value and the ability to be Innovative is now more important to an organisations survival than at any other time in our history.
The ability of organisations to assign the right level of resources in the right manner is critical to creating a successful Innovation Practice.
Innovation is much more than just a random amalgamation of people, processes and measurement methodologies. Innovation is the embodiment of human creativity and discovery but it only flourishes in the right environment. Creating a utopia innovation environment relies on your organisation’s ability and willingness to deliver the right resources at the right time in the right style.
Innovation Practices often contain a nucleus of creative lateral thinkers but many Executives today are still taught to exercise rational, logic centered decision making and the two cultures frequently clash leading to poor communication and ultimately reducing the Innovation Practices effectiveness.
Executives need to know what resources the Practise needs, why it needs them and if it gets them how it will leverage them to meet the organisations strategic objectives so with all of this in mind how do you assess and baseline your organisations capability and capacity to innovate and clearly determine which areas need resource?
Over the past six years the 311 Institute has studied hundreds of large Global enterprises and smaller regional organisations across a range of industries and geographies. The findings of these studies have led us to conclude that all successful innovation practises are built on six dynamically linked Foundations – Hunger, Culture, Community, Resources, Methods and Impact. In turn each Foundation contains three Blocks and each Block contains a series of questions which when collated produce an Innovation Maturity Score and clearly highlight the areas in need of improvement.

Hunger

Blocks included in this Foundation: Entrepreneurship, Creativity and Learning

The “Hunger” Foundation appraises your organisations Entrepreneurial attitude, its appetite to change and its propensity to challenge its beliefs. Every organisation is permeated by a distinctive character and while it’s never explicitly referred to in annual statements when coupled with Behaviour it becomes one of the most important enabling factors in helping create a long term, successful Innovation Practise. History has shown us time and time again that entrepreneurial organisations that have an insatiable appetite for innovation and reinvention out perform their peers by thirty at least percent.

Culture

Blocks included in this Foundation: Energy, Engagement and Enablement

The “Culture” Foundation appraises how the organisation empowers individuals to rise above every day challenges, inspire others and overcome adversity in their pursuit of innovation. This appraisal not only assesses how effectively motivational leaders breed trust and promote behaviours that align with the organisations values, goals and ethics but also appraises how willing they are to disregard red tape and implement the tough decisions needed to assure the organisations short, medium and long term prosperity.

Community

Blocks included in this Foundation: Collaboration, Safety and Simplicity

The “Community” Foundation appraises the tone of the workplace and how well people work in harmony with each other to achieve common goals. Innovation Practises are at their most effective when individuals are encouraged to gather insights from diverse groups of internal and external collaborations, openly share their opinions and empowered to make bold, intelligence led decisions.

Resources

Blocks included in this Foundation: Talent, Systems and Programs

The “Resources” Foundation appraises the accessibility to and the effectiveness of your organisations structural investment categories that need to be in place to help the Innovation Practise discover, prototype, test and market new innovations faster and more effectively. Investments types are more than monetary and must encompass a wide ranging suite of investment categories that enable the whole innovation lifecycle. Categories range from the investment in talent and systems all the way through to the gift of time and adequate working space. Collectively these investment categories all play integral roles in improving the speed, quality and return on investment.

Methods

Blocks included in this Foundation: Ideation, Testing and Speed

The “Methods” Foundation appraises the maturity and effectiveness that your organisations closed loop processes have on the overall success and morale of your Innovation Practise. Used carefully flexible, well designed processes can complement and enhance innovation but if they are deployed as blunt instruments they can also do more harm than good. Your organisation should schedule regular reviews that monitor the impact processes have on the morale and the effectiveness of innovation and your leaders must be willing to adapt them accordingly.

Impact

Blocks included in this Foundation: External, Organisational and Individual

The “Impact” Foundation appraises people’s perception and attitude towards your organisation and your Innovation Practice. Success in this factor is appraised from the perspectives of three principle groups. Firstly by people external to your organisation – business partners, competitors, analysts, investors, consumers and the media, secondly by your own Executives and thirdly by your employees. Each group will assess the impact and effectiveness of your Innovation Practise in different ways and while the majority of these perceptions will be important you must always remember to pull them back to how you and your organisation measure success.

Conclusion

Every new innovation is the product of a journey of discovery and toil. While many companies only focus on sustainable innovations and are satisfied with efficiency enhancements the companies that change the world are those that push the boundaries and disrupt existing markets while creating new ones. Disruptive innovation rarely happens by chance – it requires solid organisational support, rigid execution and an entrepreneurial spirit so if you can assess how well prepared you are for the journey ahead and adapt your organisation accordingly you’ll reach the end of your journey faster and more efficiently than your competition.
image credit: ggeden.com
- See more at: http://www.innovationexcellence.com/blog/2013/08/05/how-to-assess-your-organisations-capability-to-innovate/#sthash.LDLBXMYp.dpuf