feeds for 60 Components to Building Innovation Momentum<P>Our research and experience has led us to identify six components of building momentum and change to help you accelerate your innovation journey and lift off.&nbsp;</P> <P><IMG title="6 Components to Building Innovation Momentum" class=alignCenter style="MARGIN-LEFT: auto; DISPLAY: block; MARGIN-RIGHT: auto" border=0 alt="" src=""></P> <OL> <LI><B>Develop your innovation story.</B>&nbsp;Develop a compelling case for innovation, what innovation is, and why the company is pursuing the innovation journey now. Include how it will benefit everyone.</LI> <LI><B>Evoke change leadership.</B>&nbsp;No one likes change. During the uncertainties of a change process, people don't hang onto concepts, they hang onto people. Create a sense of urgency and build awareness and excitement about innovation for your key sponsors and change agents.&nbsp;</LI> <LI><B>Identify innovation leaders and best talent.</B>&nbsp;Identify the natural intrapreneurs, innovation champions, and innovation igniters along with your key innovation leaders, advisors, and mentors. This talent pool will help you build the required innovation capability.&nbsp;</LI> <LI><B>Communicate, communicate, and communicate.</B>&nbsp;Go for fast and small wins and tell everyone about it. Collect momentum data showing progress, and implement and integrate a solid public relations strategy using any and all resources at your disposal.&nbsp;</LI> <LI><B>Build awareness--educate everyone.</B>&nbsp;In many ways an innovation change initiative begins and ends with education. It is the primary method of advancing and improving organizational knowledge and acceleration for desired changes in the hearts and minds of everyone involved.&nbsp;</LI> <LI><B>Protect the momentum.</B>&nbsp;Vigilantly protect innovation principles. Many will want to go back to status quo and forget the agreements, processes, and principles in the playbook. Every small win is a huge step toward the future and part of the foundation-building process. Protect the foundation.&nbsp;</LI></OL> <P><B>The Takeaway</B></P> <P>Innovation momentum is created, not decreed by senior management. Use your momentum to establish&nbsp;<A href="">your innovation objectives and goal</A>.&nbsp;</P> <P><B>Over to you.&nbsp;&nbsp;Please comment below.</B></P> <OL> <LI>What steps would you add to the list?</LI> <LI>How do you motivate your innovators?</LI> <LI>Please share an anecdote about innovation momentum.</LI></OL> <img src="">Rob BermanThu, 06 Feb 2014 14:00:00 GMTf1397696-738c-4295-afcd-943feb885714:104854 Isn’t Just About New Products<P><IMG id=img-1379445213003 title=Govindarajan-Jatindesai class=alignLeft style="FLOAT: left" border=0 alt=Govindarajan-Jatindesai src="" width=106 height=79> The innovation mindset isn’t just about product innovation.</P> <P>Some organizations have focused on product innovation for so long they don’t know how to innovate in any other areas. For example, in 2010, Microsoft —one of the world’s best product innovators for the last two decades — launched a social phone called Kin. The product was a complete disaster. Within six weeks of the launch, the entire product group was shut down, and, according to their earnings reports, Microsoft took at least a <A title="$240 million write-off" href="" target=_blank>$240 million write-off</A>.</P> <P>How could such a great product innovator strike out so fast? In today’s climate, it happens to the best.</P> <P>Most organizations focus on building short-term product innovation engines. However, most products have little sustainable competitive advantage and never generate a profit; those that do are often quickly copied by the competition, negating any long-term advantage. The result: a significant investment in product development, without a commensurate return on investment.</P> <P><EM>To achieve sustainable growth, companies must better integrate product innovation with business model, process, and service innovations.</EM></P> <P><A title="Read the entire article" href="" target=_blank>Read the entire article at Harvard Business Review &gt;&gt; </A></P><!--more--> <img src="">Jatin DesaiMon, 14 Oct 2013 22:17:00 GMTf1397696-738c-4295-afcd-943feb885714:102541 Innovative - YES according to AD in WSJ<p>Microsoft is famous for its back story of a couple of nerds who changed personal computing for the entire world.&nbsp; They went from a few thousand dollars in revenue to$70 billion in revenue each year.&nbsp; They must have been innovative to accomplish such a feat and have $77 billion in the bank.&nbsp; They just spent $7 billion of that hard earned cash to buy Nokia’s Devices &amp; Services business.&nbsp;</p> <p><b>READ MY LIPS – WE ARE INNOVATIVE</b></p> <p>Then, why did they have to point out not once, but twice about innovation in their full page ad on the back page of Section A in the Wall Street Journal? &nbsp;Here are the two quotes with emphasis and commentary added by me.&nbsp;</p> <p><b>“By bringing together these great teams together, Microsoft will be able to deliver more choices and faster<em> innovation</em> to consumers in phones and smart devices of all kinds”</b>&nbsp;</p> <p>I thought a couple of years ago that Microsoft gave billions of dollars to Nokia and its CEO Stephen Elop (a former Microsoft executive)&nbsp;to accomplish the task already.&nbsp; Microsoft and Nokia were already joined at the hip as partners when Nokia gave up its own operating system in favor of Windows.&nbsp;</p> <p>Staples has the “Easy Button.”&nbsp; Perhaps, Mr. Elop has the “Innovation Button.”&nbsp;</p> <p><b>“Together, we will create more unified development, manufacturing, and marketing efforts to bring <em>innovation </em>to market with greater efficiency and speed.”</b><b>&nbsp;</b></p> <p>The market did not think so, and erased 4.6% of Microsoft’s share price after the announcement.&nbsp; That decline in share price pretty much wiped out the nice bump in Microsoft shares after CEO Steve Ballmer indicated he would retire within 12 months.&nbsp;<b>&nbsp;</b></p> <p><b>A THIRD EXAMPLE OF PUTTING YOUR MONEY WHERE YOUR MOUTH IS</b></p> <p>Ballmer went on to say in a Wall Street Journal story on the same day,<b>“For us to really fulfill the vision for what we can do for our customers, we have evolved our thinking.”</b><b>&nbsp;</b></p> <p>Very recently Ballmer announced the “devices and services” approach at Microsoft after a major reorganization of the 100,000 person company (now 132,000 after Nokia acquisition).&nbsp; Sounds like he is going all in for devices.&nbsp; Other than the X Box gaming device, Microsoft does not have a successful record creating hardware.&nbsp; See Surface Tablet and Microsoft’s recent $900 million write off for unsold inventory.&nbsp;</p> <p><b>The Takeaway</b></p> <p>You need an Innovation Engine to help create an ecosystem of innovation.&nbsp; You cannot decree it, you must work hard to create it.&nbsp;</p> <p><b>Your turn.&nbsp; Tell me what you think.&nbsp; Please comment below.</b></p> <ol> <li>Does your business have a culture and climate of innovation?</li> <li>What is the most innovative new product or service your company has created in the last 5 years?</li> <li>Do you feel that Microsoft and Nokia can out innovate Google’s Android platform and Apple’s iPhone platform?</li> </ol><!--more--> <img src="">Jatin DesaiFri, 06 Sep 2013 13:00:00 GMTf1397696-738c-4295-afcd-943feb885714:101607 Challenge: Ban Inertia for Sustainable Organizational Health<DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P>A place of inertia; indecision, inability to act or move forward, fear of the unknown, not enough information or knowledge, resistance, a lack of direction or clarity.&nbsp; We’ve all been there at some level, at some point, be it professional, organizational, health, investments, relationships or a major purchase.&nbsp;&nbsp;</P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P>Implementing sustainable innovation in your organization where there is resistance to change is a lot like changing your diet and adopting a regular exercise program for healthier lifestyle. It makes sense, everyone sees benefits, but implementation is frustrating – our habits may not be the healthiest, but we know them and have a comfort level. We live with them daily and the surprise factor is small, until they catch up with us and a crisis ensues. In hindsight our flawed thinking and outdated strategy become glaring, and the “fix” more difficult if not improbable.&nbsp;</P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P>To make any type of significant progress, first there must be intent to change. Resources must be found, and time committed. The principles are fairly basic and simple, but do they all apply to you? Change demands you let go of something or take a chance in order to effect a change, which may or may not ultimately prove beneficial if you choose carelessly or hastily – change always brings risk of injury or loss as well as possibility for great benefit; two sides of the same coin.&nbsp;</P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <UL> <LI>The issue which requires change first needs to be clearly observed and defined – critically look in the mirror and acknowledge it’s time to move beyond torpor and procrastination and become more flexible, nimble, defined and stronger.</LI> <LI>Strategy must be timely and align with existing structure and goals – be realistic about your resources and mindset.</LI> <LI>Assess your options, initially scrutinizing all seemingly viable avenues, seeking other opinions and recommendations from diverse conventional and unconventional sources.</LI> <LI>With intent, goal, and commitment in mind, begin to design your sustainable program for ongoing organizational health.&nbsp;</LI></UL></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P>Organizationally speaking, present barriers, opportunities, quantity and quality of knowledge, choices, focus, and risks, will define future possibilities and vision. This <EM><A href="">Contextual Canvas</A></EM>, is the landscape that ultimately gives rise to innovations. Expand the size of the canvas – increase your knowledge and awareness base for growth – and the probability of finding answers as to how or what is next arises.&nbsp;</P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P><STRONG>OPPORTUNITES ARE JUST AROUND THE CORNER</STRONG></P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P>Opportunities are already present within our organizations, just waiting to be discovered. Clarity is often lacking. Yet, clarity is only one half of the equation to reduce risk and uncertainty. Speed is the other half. Letting fear of risk define your innovation efforts is like snacking large at midnight – the weight goes on and more inertia sets in. Instead of playing it safe, “Play” with worthy ideas, big or small – dip the toe, eat the kale, run the 5K, experiment more and build on your insights, growing useful context.&nbsp;</P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P><IMG width=282 height=188 class=alignCenter id=img-1366306417446 style="MARGIN-LEFT: auto; DISPLAY: block; MARGIN-RIGHT: auto" alt="opportunities crossroad" src="" border=0></P> <P>In short, no matter the focus of your innovation, make innovation itself a core focus, with fast experimentation on a number of fronts. This will yield clarity about functional elements of your prospective solution.</P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P>Innovation requires strategic planning, alignment with core values and stakeholders, sufficient investment, continuous idea generation, continuity of effort, sustainability and above all, taking charge. Leadership commitment and skills are essential – to pursue your vision you must become proactive leaving passive acceptance of status quo behind, jumping into the lake with both feet, yet with awareness of where the shores lie, and swim like crazy.&nbsp;</P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P>Need more information, help or guidance? Visit our <A href="">downloads</A> page for great articles, videos and podcasts, or <A href="">About Us</A> for easy access to <B>Strategy Development</B>, <B>Training &amp; Workshops</B>, and <B>Customer-Centered Innovation</B>.</P></DIV> <DIV style="FONT-SIZE: small; FONT-FAMILY: verdana"> <P>Leadership role? Visit <A href="">Innovation Tools</A>.</P></DIV> <img src="">Jatin DeSaiThu, 18 Apr 2013 19:55:00 GMTf1397696-738c-4295-afcd-943feb885714:97392 is Commodity Island and why should I be concerned about it?<p>Executives are concerned that their product and services offerings&nbsp;are being commoditized. For every move they make, competitors are responding quickly and at a seemingly lower cost basis.&nbsp; They are stuck on Commodity Island.</p> <p><img src="" border="0" alt="Innovating Off of Commodity Island" class="alignCenter" style="display: block; margin-left: auto; margin-right: auto;" /></p> <p>Often, the organizational focus has shifted to a &lsquo;win at all cost&rsquo; mentality with very complex pricing models. Everyone is doing the same, and now everyone look and feels the same to the customer.&nbsp;</p> <p>Some organizations miss their window to "<a href="" title="Jump the S-Curve" target="_self">Jump the S-Curve</a>": leaders must disrupt the current business for new growth, before draining the life out of the existing business. Otherwise they will be stranded on Commodity Island.</p> <p>Innovating your way off Commodity Island requires visionary leadership, organizational culture change, and effective employee engagement. Read about our <a href="" title="Innovation Execution Methodology" target="_self">Innovation Execution Methodology</a>&nbsp;and chart your path to new business growth.</p> <img src="">Larry GregoryFri, 15 Jun 2012 11:49:00 GMTf1397696-738c-4295-afcd-943feb885714:85547 Leadership: Grab A Tiger by the Tail<p>Shortly after taking office, President Obama&rsquo;s CIO (Vivek Kundra) formed a &ldquo;tigre&rdquo; team (technology, innovation, and government reform) in order to implement IT reform within the US government The US IT budget representing an astounding $80B, representing over 2,000 data centers.&nbsp;</p> <p align="center"><img src="" border="0" alt="" class="alignCenter" style="display: block; margin-left: auto; margin-right: auto;" /></p> <p><a href="">This recent article</a> by the Sydney Morning Herald highlights Mr. Kundra&rsquo;s focus on IT transparency including an online IT dashboard with performance rankings. The result of his effort was a shift towards consolidation (to increase datacenter capacity) and virtualization (to leverage cloud-based provisioning speed and consumption based costing).</p> <p>While Mr. Kundra has since moved on (he <a href=";rct=j&amp;q=&amp;esrc=s&amp;frm=1&amp;source=web&amp;cd=1&amp;ved=0CD4QFjAA&amp;;ei=1_I7T6_NNare0QG27ai9Cw&amp;usg=AFQjCNG1-14HUqccGdzvbKuAqePZnaZOuQ" title="joined" target="_blank">joined</a> after a brief stint at Harvard), his innovative IT dashboard lives on as an <a href="">open source offering</a>.&nbsp; More importantly, he highlighted the importance and value of IT transparency.</p> <p>Corporate IT department can learn a lot form Mr. Kundra&rsquo;s TIGRE initiative. The most important lesson and most difficult being practices of transparency. If your IT organization is trying to figure out how to drive more value, innovation can help, but innovation without transparency will give you only average results. IT leaders can produce breakthrough value by building innovation behaviors at every level. This requires transparency between employee and their managers, and transparency between IT and the business units.</p> <img src="">Larry GregoryMon, 20 Feb 2012 20:05:00 GMTf1397696-738c-4295-afcd-943feb885714:78333 at the World Economic Forum: Apple vs. Google<p><b>Apple vs. Google&hellip; Creativity vs. Science&hellip; Convergence <span style="text-decoration: underline;">and</span> Collaboration</b>&nbsp;</p> <p>If you&rsquo;re curious where the world is heading and what is top of mind for global leaders, there&rsquo;s few better vantage points than from Davos and the World Economic Forum.&nbsp;</p> <p>World-changing innovation is also discussed at Davos.&nbsp;</p> <p>This year, there was an interesting discussion about innovation by consultant John Kao, as reported by the New York Times (click <a href=";hpw" target="_blank">here</a> for the original article).</p> <p>The innovation discussion and article focused on the differing strategies of Apple and Google.&nbsp;</p> <p>Mr. Kao compared Google and Apple&rsquo;s approach to innovation, pointing out it <em>&ldquo;highlights the &lsquo;archetypical tension in the creative process.&rsquo;&rdquo;&nbsp;</em><em>&nbsp;</em></p> <p><em><img id="img-1328035914313" src=" vs google.jpg" border="0" alt="" title="" class="alignCenter" style="display: block; margin-left: auto; margin-right: auto;" /></em></p> <p>The article notes, <em>&ldquo;The Apple model is more edited, intuitive and top-down. When asked what market research went into the company&rsquo;s elegant product designs, Steve Jobs had a standard answer: none. &lsquo;It&rsquo;s not the consumers&rsquo; job to know what they want.&rsquo;&rdquo;</em><em>&nbsp;</em></p> <p>Regarding Google, the article reasons: <em>&ldquo;Google speaks to the power of data-driven decision-making, and of online experimentation and networked communication. &nbsp;The same Internet-era tools enable crowd-sourced collaboration as well as the rapid testing of product ideas &mdash; the essence of the lean start-up method so popular in Silicon Valley and elsewhere&hellip;&rdquo;</em></p> <p>Importantly, the article quoted Errol B. Arkilic, program director at the National Science Foundation, on the important use of <em>&ldquo;the scientific method to market-opportunity identification.&rdquo;&nbsp;&nbsp;</em><em>&nbsp;</em></p> <p>While not expressly mentioning it, the article highlighted the value in collaboration. In fact, regarding the importance of collaboration, the article referenced how some of Apple&rsquo;s top ideas have been sourced through collaboration.&nbsp;</p> <p>Consider these article highlights about Apple:&nbsp;</p> <p><em>&ldquo;Apple product designs may not be determined by traditional market research, focus groups or online experiments. <b><span style="text-decoration: underline;">But its top leaders, recruited by Mr. Jobs, are tireless seekers in an information-gathering network on subjects ranging from microchip technology to popular culture</span></b>.</em> &ldquo;&nbsp;</p> <p>The article further notes that Apple&rsquo;s early computing design included a point &amp; click mouse and graphical, on-screen icons that came from a visit to Xerox&rsquo;s Palo Alto labs; and Siri, a more recent acquisition and now key iPhone feature, originated in the Pentagon&rsquo;s DARPA.&nbsp;</p> <p>Wow!&nbsp;What innovation nuggets.&nbsp;</p> <p>Apple leaders tirelessly pursue convergences of market data and trends - and collaboration with other entities has been critical to Apple&rsquo;s success.&nbsp; It would be interesting to apply our Innovation Styles diagnostic across Apple leadership to see if they have a mix of complementary styles.&nbsp;</p> <p>Interestingly, we at The DeSai Group have been focused on two fundamental drivers to innovation:&nbsp; 1.) convergence of market issues/trends; 2.) collaboration.&nbsp;&nbsp; And it looks like these strategies have been responsible for some of the world&rsquo;s top innovations.&nbsp;</p> <p>That&rsquo;s good to know, especially today as I am currently leading several innovation leadership sessions with a major India-based, multi-national conglomerate in Mumbai, Hyderabad, Bangalore, and Chennai, India.&nbsp;</p> <p>I&rsquo;m guiding the innovation discussion by summarizing global trend convergences and identifying how specific collaborations can make a major impact in the world.&nbsp;&nbsp; And we&rsquo;re specifically addressing key concerns voiced at the World Economic Forum.&nbsp;</p> <p>What do <em>you</em> think about Apple vs. Google&rsquo;s approach to innovation?&nbsp;</p> <p>-Jatin</p> <img src="">Jatin DeSaiWed, 01 Feb 2012 16:00:00 GMTf1397696-738c-4295-afcd-943feb885714:77207 is about “Getting Out of the Box”…So what?<p>What do we mean by &ldquo;The Box&rdquo;? Is this outside or inside of us? If you think about it The Box is who we are today &ndash; made up of deep beliefs and assumptions from our life&rsquo;s experiences so far. Everyone&rsquo;s boxes are different and unique. We tend to associate with and hire people who have a box similar to ours: not a good practice if one wants to expand and grow.&nbsp;</p> <p><img id="img-1318619162988" src="" border="0" alt="" title="Innovation is about &ldquo;Getting Out of the Box&rdquo;&hellip;So what?" width="264" height="264" class="alignCenter" style="display: block; margin-left: auto; margin-right: auto;" /></p> <p>To help you discover your own box, here are some questions for you to think about.</p> <ol type="a"> <li>Where is this Box? What material is it made up of? How tall is it? How big is it to others?</li> <li>Who can come in your box? Who cannot?</li> <li>Does everyone have a box?</li> <li>When one is born, did the box exist? How does it get created?</li> <li>What is the role of parents in creating the box for their children?</li> <li>What is the role of a manager in crafting a box for new hires, especially new graduates?</li> </ol> <p>The Box is one&rsquo;s &ldquo;context&rdquo; or &ldquo;point of view&rdquo; about what is right and what is wrong.&nbsp;</p> <p>Most of us are happiest when we are at the center of the box. We don&rsquo;t like to be pushed to the corner of the box. We get scared. What does that mean?&nbsp;</p> <p>The center of the box is where the left brain is most happy. It is where everyone around expects us to be in order to do &ldquo;the work&rdquo; assigned to us. Most of us work from the center of the box on a daily basis &ndash; routine patterns, nothing new, boring, etc.&nbsp;</p> <p>The best innovators are keenly self-aware of their own box and its characteristics. They also have trained themselves to go to the edge of the box on daily basis. They also &ldquo;jump-out of the box&rdquo; often to find new ideas, see what others don&rsquo;t see, and are not fearful. They are &ldquo;lost&rdquo; (deeply loving what they do) when they are away from the center of the box. They in fact hate being stuck in the center of the box. Most people look at them as &ldquo;different.&rdquo; They become innovators because of their out of the box qualities along with an ability to navigate organizational systems and overcome deeply rooted orthodoxies. They can be considered corporate missionaries.&nbsp;</p> <p>Finally, the very best, the world-class innovation leaders are fully aware of their box and also the boxes of others around them. They also love to get outside the box. So what is the difference between the best and the world-class? The world-class innovators also know how to pull others outside of their respective boxes as well.&nbsp;</p> <p>Organizations must learn to create a pipeline of such leaders to deal with the complex and fast changing world.&nbsp;</p> <p><b>What is your organization doing to institutionalize out of the box environment and reward out of the box thinking?</b></p> <img src="">Jatin DeSaiFri, 14 Oct 2011 19:00:00 GMTf1397696-738c-4295-afcd-943feb885714:69543 of HR in Innovation<p>Innovation is the catch word for our generation. Everywhere we look at, we find innovation. There was a time in history when invention was innovation. At the brink of inventing all, innovation is invention. The bottle of beverage is redefining its shape. Every communication device is undergoing metamorphosis. 2G to 3G, rectangular to modular technologies, the world is experiencing change through break neck innovation.</p> <p>We wonder about the soul of innovation! Is it a collective mind frame which innovates? Do innovation leads to more innovation? Or there is an innovator behind every innovation?</p> <p><img src="" border="0" alt="" title="Role Of HR in Innovation" class="alignCenter" style="display: block; margin-left: auto; margin-right: auto;" /></p> <p>Innovation is definitely a social mind frame. If not initiated participated by all. Whenever something new hits the town and if dubbed happening by a group of people, like a shoal of fish, we run after it to part of the experience. That means innovation is started by an innovator and followed by the masses. Innovation leads to further innovation! That is true but there has to be some innovator to start this chain reaction. Thus innovation is all about the innovator.</p> <p>Innovator is no one but someone among you and me. It is the human brain which innovates. Finding such brains is the real job of our HR Dept. A successful HR professional is always an innovator who identifies the resource who can do trendsetting innovation.</p> <p>Unfortunately the industry is swarmed by unsuccessful HR techniques which fail to identify the real innovator. What is the relevance of totemistic queries like, &ldquo;How experienced you are? And tell us about yourself? How about your achievements and breakthroughs? Who are your clients?&rdquo; And all statistical queries far removed from finding the real innovator with innovation mind. We are not proposing these queries are irrelevant at the time of selecting candidates however we are questioning its relevance in terms of the context of innovation.</p> <p>An ideal HR professional shouldn&rsquo;t be task master or recruitment software. Beyond the plastic smile he/she should have a sensibility to understand the processes one practice to understand and implement business techniques. One should delve in detail to understand the outlook of an interviewee when it comes to innovation.&nbsp;&nbsp;&nbsp;&nbsp;</p> <p>However no HR is born with these skills. An integrated HR innovation package can help them tremendously in recruiting innovative personnel in the managerial wire frame of an organization.</p> <p>&nbsp;</p> <img src="">Jatin DeSaiFri, 27 May 2011 14:19:00 GMTf1397696-738c-4295-afcd-943feb885714:51938 Innovative is your Organization?<p>You must be having certain parameters or yardsticks to judge the performance of your organization and exactly calculate the return on investment (ROI) vis-&agrave;-vis the planning, the performance and the potential. Despite all the available mechanisms of analysis, most leaders fail to understand the immeasurable gap between speculations and reality. The root cause of this immeasurable gap can certainly be tracked down to a few intangible factors. Primary among them is the capacity to innovate for a particular brand, organization or a corporate entity.</p> <p><strong>Innovation Obstacles</strong></p> <p>The major problem faced by an organization is the absence of a clear directive or formula to innovate. The work force, which is a major decider of innovation, largely works as a cog in the machine rather than a radical unit intelligent enough to innovate as hierarchical processes are better preferred by a linear human resource.</p> <p>Another area which makes innovation a difficult process to be imbibed by your workforce is lack of liberty to express in a highly structured system.&nbsp; Whenever there is lack of liberty at an individual level, an organization fails to innovate on the whole. More structured-driven the culture, harder it is to embrace innovation; which by its nature, is somewhat unstructured.</p> <p>Organizational culture is a result of inherited and tolerated past behaviors of the staff; especially the leaders at the top. Organization suffers from lack of innovation due to contemporary business practices and the nearby environment it operates in. Thus, innovation as a process should begin at the level of an individual with full support of the leaders. This can lend a character to an organization where performance, profit and potential grow manifold by significant innovation on intangible, impromptu research, and management decisions.</p> <p style="text-align: center;"><img src="" border="0" alt="" title="How Innovative is your Organization?" width="295" height="318" /></p> <p><strong>How ready is the culture for innovation?</strong></p> <p>How adept your workforce is with a dynamic knowledge system or how porous they are with circumstance fluctuation are simple questions which help you to approximately understand how innovative your organization is. However, to ensure that your organization is ready for such innovation trials you need to first make sure that your organization is innovation-ready.</p> <p>At The DeSai Group, our <a href="" title="innovation consulting processes " target="_blank">innovation consulting processes</a>&nbsp;are deliberate and drastic. They are designed to be transformative in nature. We believe in a <a href="" title="sustained innovation strategy" target="_self">sustained innovation strategy</a> instead of piecemeal innovation. This means that our consulting techniques rely heavily on a dramatic change to completely undermine forces of resistance and <em>new</em> growth opportunities. As necessity is the mother of invention, we facilitate an environment in your organization where necessity is induced to alter psychological performance and create a climate of innovation. The process makes your workforce rehearse find measures of self-innovation. This means there are real entrepreneurs working on their passions in an environment that promotes experimentation, risk-taking, and future thinking.</p> <p>The right brand image within insiders of an organization is a necessary precondition for any kind of innovation. If a nagging employee has a negative attitude toward the organization&rsquo;s optimism the result is not only affecting the performance of the concerned individual but the overall environment as well. Such individuals can be motivated through vigorous team-building and venturing skills.</p> <p>The process of innovation is largely a psycho-social process wherein knowledge transfer and experiential methods are largely employed to achieve the goal. We, here at The DeSai Group,&nbsp; clinically approach the intangibility quotient of innovation through hard-core rational, analytical science we call &ldquo;<a href="" title="Innovation Execution Methodology" target="_blank">Innovation Execution Methodology</a>&rdquo;, while keeping in mind that innovation is also very much a form of art and it is the artistic and unpredictability that actually gives rise to new ideas for commercialization and value generation.</p> <img src="">Jatin DeSaiThu, 10 Feb 2011 18:00:00 GMTf1397696-738c-4295-afcd-943feb885714:39096 Excellent Ways To Stifle Innovation<p><span style="font-family: Verdana; font-size: small;">Innovation doesn't just happen&hellip;it comes from awesome intrapreneurial teams. Are you or your company guilty of killing good ideas?</span></p> <p><span style="font-family: Verdana; font-size: small;">Yes, everyone at the top is interested in innovation. It has become a business mandate in many organizations. But are the leaders serious? We find that plenty of companies are not walking the talk. They want innovation, but also don&rsquo;t want to recalibrate the organizational systems. These systems are where a good idea has as much opportunity to succeed as me going to the moon. Why so?</span></p> <p><span style="font-family: Verdana; font-size: small;">For starters, organizations do not have an internal muscle for a creative process. The creative process is not well understood and it is truly a fragile process. This situation promotes uncertainty; something most leaders do not want to spend time on. Additionally, there are very few internal experts who can support it and nurture it like there are for project management processes, customer service processes, budgeting processes, etc. This is very tough in today&rsquo;s short-term focus surrounded by the fear-inducing environment of rapid technological change and dynamic markets&mdash;but this also makes innovation essential.</span></p> <p><span style="font-family: Verdana; font-size: small;">So what to do? First, kill the innovation killers. Here is our list of innovation killers that will need significant moderation if not surgical removal. You can discover for yourself if you have an environment that is crushing good ideas or allowing growth and change to be welcomed. </span></p> <ol> <li><span style="font-family: Verdana; font-size: small;">Clear(?) and cumbersome approval processes, rules, regulations for every action at every level within the organization. Making decisions takes forever and when they are made, they take forever to implement. Too much process everywhere.</span></li> <li><span style="font-family: Verdana; font-size: small;">Silos are promoted. The organization loves to allow departments and individuals to compete against one another for resources and protect their areas.</span></li> <li><span style="font-family: Verdana; font-size: small;">The truth is one-sided the truth comes mostly in the form of criticism without praise. The glass is always half-empty. The focus is so much on execution, that the culture often forgets the impact on human spirit.</span></li> <li><span style="font-family: Verdana; font-size: small;">Don&rsquo;t trust new ideas. All ideas are evaluated with great suspicion and &lsquo;yes, but&rsquo;. When someone contributes a new idea, the first thing someone says is &lsquo;yes but&hellip;&rsquo; followed by &lsquo;not sure if we can do that, or we have never done that before, or management will not approve it, etc.&rsquo; Moving away from the status quo is very difficult and not often welcomed.</span></li> <li><span style="font-family: Verdana; font-size: small;">Control and calibrate everything. The organization is very systematic, dashboard driven, precise, and project managed. Although all of that is very essential, the system does not allow for any quick experimentation of new ideas or technologies with spontaneity. Missing target goals is frowned upon more than the lessons gathered through failure.</span></li> <li><span style="font-family: Verdana; font-size: small;">Organization is very secretive. Restructuring, product launches, competitive news, and executive changes all occur in a secretive manner. Leaders believe that &ldquo;the less people know, the better they can stay focused on the day-to-day job.&rdquo; The firm does not like to share bad news with employees until the last minute.</span><span style="font-family: Verdana; color: #333333; font-size: small;">&nbsp;</span></li> <li><span style="font-family: Verdana; font-size: small;">Promote class-based relationships. There are seniors and inferiors. Seniority and tenure are heavily used to promote fear-based execution. The culture perpetuates the idea that seniors know everything and they should get the best of everything. The higher you are up in the ladder, the more you are allowed to look down at others. Unpleasant duties can be delegated to inferiors.</span></li> <li><span style="font-family: Verdana; font-size: small;">The pyramid is inverted. The higher-ups know everything important about the business, and the bottom does not need to know how the business should be conducted; as long as they do what they are trained to do.</span></li> <li><span style="font-family: Verdana; font-size: small;">Leadership is invisible. Leaders are not able to connect to employees. Employees do not have confidence in the leaders based on their action and those of the top management team. <strong><strong></strong></strong></span></li> </ol> <img src="">Jatin DeSaiWed, 22 Dec 2010 19:17:00 GMTf1397696-738c-4295-afcd-943feb885714:33893 2010 Report by BCG.<p><img src="" border="0" alt="BCG Innovation Report" title="" />It is here again... "Innovation 2010 report by Boston Consulting Group" in partnership with BusinessWeek. As usual, this annual report is always very interesting; and at the same time, nothing new. To download the full report, <a href="">please click here to our resources page</a>.</p> <p>Let me try to summarize highlights, to wet your appetite:</p> <ul> <li>Once again, "Innovation" is a top priority for most companies in the world (now we have to figure what they mean by Innovation!)</li> <li>Due to the tremendous economic pressure everywhere, most companies have much higher expectations form their innovation efforts then previously cited.</li> <li>Most executives are much more cautious as they are trying to accelerate out of the recession with new strategies and tactics.</li> <li>Survey shows that leaders of these companies consider a risk-averse corporate culture, lengthy product-development time, and inadequate measurement practices are key impediments to the future growth.</li> </ul> <p>As you would expect, the emerging markets is where they are investing more so then ever before, China, India and Brazil, and feel most optimistic for the future ROI. At the same time, about 50% of the survey respondents believe that U.S. companies will remain the most innovative over the next five years.</p> <p>One interesting insight I observed was the lack of attention to "Open Innovation" by these executives. It seems that they are still mostly focused on incremental innovation, and very little on breakthrough or discontinuous types of opportunities. This may be due to the market conditions, or the lack of education on the part of the leaders. &nbsp;What do you think? Do your executives understand the value of innovation and the different "faces of innovation"? Do they understand how to use innovation to create a competitive edge?</p> <p>-Jatin</p> <img src="">Jatin DeSaiThu, 03 Jun 2010 17:59:00 GMTf1397696-738c-4295-afcd-943feb885714:12826 Tatva(Truth) #1: Never finish a task on time.<p><img src="" border="0" alt="Time Limit" title="" width="66" height="55" style="width: 67px; height: 64px;" />Challenge yourself to finish before deadline. Develop sense of urgency with excitement. The day is filled with busy activities and projects. Activities expand to fill time. Reducing time will force the team to focus on the effort and helps eliminate wasteful discussions.</p> <p>Speed can be your best friend when it comes to innovation. Speed reduces censoring and judgment.</p> <p>You might say, what about the quality? To me, quality is a standard that can be adjusted up and down. When it comes to innovation, experimentation with lower quality is required to get things moving - a very difficult concept in most risk averse cultures. But wait...that is why you're called the 'innovator' in your organization right?</p> <p>Give it a try !</p> <img src="">Jatin DeSaiWed, 21 Apr 2010 21:51:00 GMTf1397696-738c-4295-afcd-943feb885714:12438 are Innovation, Creativity, Engagement, Personal and Human Values linked?<p>1) Innovation arises from creativity. <br />2) Creativity is shaped by individual's engagement. <br />3) Engagement and commitment to one's work is directly linked to clarity of Personal Values and the Organizational Values of an institution one works for.&nbsp;</p> <p>Personal Values are molded based on one's Spiritual Integrity (alignment of thoughts, words, and actions). Spiritual Integrity is the expression of one's deep self-awareness of their inherent Human Values within. Human Values are the same in all human beings. One's ability to unearth the Human Values distinguishes one's moral compass vs. that of another - sometime called Character.</p> <div style="text-align: center;"><img src="" border="0" alt="Innovation &amp; Values" title="" width="567" height="447" style="width: 250px; height: 165px;" /></div> <p>Therefore, if an organization wants to create a climate and&nbsp;culture innovation,&nbsp;best possible lasting solution is to help every employee and leader become&nbsp;more self-aware of who they are and what their personal values are. And I don't mean definition of personal values but the expression of those values; i.e. how do those values show up in their work? Their projects? Their email communications, etc.? This will allow everyone to 'tap into' the inner source where&nbsp;ideas to grow the business are sitting dormant.</p> <p>Great Innovation Leaders figured this out long time ago - i.e. innovation arises from one's (or team's)deep passion for something much bigger then themselves.</p> <p>-Jatin</p> <img src="">Jatin DeSaiTue, 24 Nov 2009 15:13:00 GMTf1397696-738c-4295-afcd-943feb885714:11952 Innovative Leaders<p align="center"><strong><em>Innovation + Leadership = Competitive Advantage and Sustainability</em></strong></p> <p>The DeSai Group's latest research suggests that organizations that prioritize innovation as a core competency and develop leaders who possess the characteristics to create a climate conducive for innovation, consistently outperform their competitors in nearly every category including top-line growth and bottom-line profitability. Employees cannot successfully innovate unless their leaders empower them to do so in an environment that values and rewards their contributions.</p> <p>Behaviors of Innovation Leaders:</p> <p>Through our work with executives in their respective fields, we have observed that there are certain characteristics and behaviors exhibited by those that could be considered to be "Great Innovation Leaders".</p> <p>Research at The DeSai Group has uncovered four of the most critical behaviors that are essential for success as an innovation leader. These are:</p> <ul> <li><strong>Collaboration:</strong> A leader's ability to work as a true partner with other stakeholders within as well as outside of their organization adds significant value and competitive advantages not often recognized by leaders who remain insular.</li> </ul> <ul> <li><strong>Customer Focused:</strong> True innovative leaders always keep a razor sharp perspective on who their customer/s are.&nbsp; This pertains to the internal as well as the external customer and involves an intuitive understanding of existing as well as anticipated future needs.</li> </ul> <ul> <li><strong>Quick and Effective Decision Making:</strong> Great innovation leaders make wise decisions quickly and effectively. This often occurs because they have established strong cross-functional communication channels and are informed about matters that are vital to decision making.&nbsp;</li> </ul> <ul> <li><strong>Embrace Change:</strong> Great leaders understand that continuous change creates significant opportunities for growth and if a leader is unwilling or unable to continually adapt in today's business environment, it impedes the entire process of innovation.</li> </ul> <p>Finding leaders that possess all of these traits is challenging. Developing these in others can be even more challenging. Some believe these are behaviors that are innate, but there is evidence that they can be cultivated over time.&nbsp;</p> <p>Do you agree?</p> <p>Can they be built?</p> <p>What would you consider the most important behavior? -</p> <p>We would love to hear from you - join our community and collaborate on this and other issues...</p> <p>- Dan<br /><a href=""></a></p> <img src="">Jatin DeSaiThu, 29 Oct 2009 14:15:00 GMTf1397696-738c-4295-afcd-943feb885714:11962 every organization work on innovation?<p>For us at DeSai, the question resembles to "Should we allow a healthy and vibrant living organism to grow?" No doubt, the answer instantly should be YES. A company that ignores innovation is a company that is decaying and dying with slow death.</p> <p>You might wonder, in light of explicit evidence, why do many of the C-Level executives do not take a more active role is establishing a climate and culture for their organizations to innovate, grow and prosper?</p> <p>In our work with senior teams and organizations across the globe - the one consistent answer is because they lack the courage and confidence to take risks.</p> <p>The cause of this "effect" might be that most C-Level decision makers are not strategist, but mere manager. Many people who climb the corporate ladder are just managers not innovators and as long as they are calling the shots, there is a de facto ban on innovation in their respective organizations. Period.</p> <p>They will not take the role of authentic champions, agents, and advocates of innovation, they are very happy just managing decaying (or stagnant or even dying) operations. To be an innovator the leaders must ask:</p> <ol type="1"> <li>Are we doing all we can do to generate sustainable growth?</li> <li>Are we providing our clients with the best products or services that we can and the best price points?</li> <li>Are we creating long term value for the organization?</li> <li>Are we challenging our employees to generate breakthroughs and derivative projects?</li> <li>Are the leaders committed and aligned together with strategies and direction?</li> </ol> <p>In today's climate, innovation cannot be ignored - independent of industries, geographies, or economic climate. Just like breathing in and breathing out - innovation must be the &lsquo;natural rhythm' of every organization - else the future is well defined - you will land on Commodity Island and ultimately sink.</p> <p>Do you agree?</p> <p>-Jatin</p> <img src="">Jatin DeSaiTue, 23 Jun 2009 16:46:00 GMTf1397696-738c-4295-afcd-943feb885714:12575 of Innovation for Individuals and Organizations- Part 3<p><span style="color: #ff0000;"><strong>Welcome to Part 3 of the Q&amp;A series on Innovation. Below is the final thought provoking question and answer on Innovation. We have saved the best for last- the answer will provide you with great insight into successfully overcoming the current economic crisis</strong></span></p> <p><strong>Q: What are some critical trends individuals and organizations need to know for weathering the economical storm and beyond?</strong></p> <p>A: There are several trends. For instance, the future of jobs does not look good for traditional jobs or regular activities performed in exchange for payment, including computer programmer, bank teller, customer phone representative, nurse, certain lawyers, doctors. Those jobs, according to research we have conducted, will be either enhanced or eliminated within the next 5-10 years due to two major trends: Information Automation and Globalization.<br />Another trend is that most businesses today are &lsquo;wired' to create profits, not create new jobs. This is a critical point that is much forgotten. It means businesses will do whatever is necessary to make a profit. They will automate every job task and overlook the passion behind the job - the human element.<br />The only solution to the profit challenge versus maintaining valuable jobs is for individuals in various jobs to re-innovate themselves. This can be achieved by applying more human skills to existing jobs or developing new skills that cannot be automated or outsourced in the face of these major trends.<br />In our applied research, we have discovered that for most organizations considering automation over people, the answer is the same. In order to survive in business, organizations must rethink how to attract, retain, and grow talent pools with skills that cannot be automated - discovery, creativity, influence, resilience, implementation, and mindful action. These are some examples of competencies, which we believe will be in greater demand in the future. At DeSai, we call these the new &lsquo;Hyper Skills' needed in every future job.To compete effectively, businesses will have to focus on the importance of the quality and readiness of their talent. Finally, I believe millions of new jobs will be created, not by organizations, but by creative and innovative people themselves. Those who can figure out how to re-invent their own jobs to keep them from being &lsquo;automated or outsourced' will greatly benefit. The period when employers only designed new job positions are about to go, with more opportunities for those who can create their own job roles and activities to help their organizations.<br />One last point. I believe a large percentage of workers will need to seek a living outside the corporate umbrella in the future. I think that individuals who can consciously, directly or indirectly, generate income and profits outside the organization will see the most success in the future. We will definitely be more of an entrepreneurial society.<br />Your feedback, questions and comments are more than welcomed...<br />Thanks,<br />Jatin DeSai</p> <img src="">Jatin DeSaiMon, 23 Mar 2009 17:40:00 GMTf1397696-738c-4295-afcd-943feb885714:12576 of Innovation for Individuals and Organizations- Part 2<p>&nbsp;</p> <p><b>Welcome to Part 2 of the Q&amp;A series on Innovation for Individuals and Organizations! Below are next three questions (and answers!) on Innovation by Jatin DeSai, CEO of the DeSai Group. Feel free to ask and discuss any thoughts, comments or questions you may have...</b></p> <p><b>Q2: What are some myths associated with innovation?</b></p> <p><b>Answer:</b> Among the myths about innovation is that most people think of innovation as an invention or breakthrough products like the iPhone, hybrid cars, green computers, GPS in cars, etc. Another myth is the belief that innovation is only for large companies.Other myths associated with innovation include the idea that innovation is too risky, eccentric, and time consuming to achieve. Some think innovation is only for R&amp;D areas or for high-tech companies and consumer product industries only. Some believe that innovation is too costly and it takes too long to identify areas in need of innovation and implement solutions. All of these ideas and many more are all unfounded. Every organization, for profit or not for profit, large or small, in every function and at every level can greatly benefit from innovation. The key is to understand it, define it for their respective business, and point all innovation efforts towards one of three value-generation business outcomes - to grow revenue, to grow profits, or to grow market reputation.</p> <p>Click <b><a href=";printsec=frontcover&amp;dq=myths+of+innovation" title=";printsec=frontcover&amp;dq=myths+of+innovation" target="_blank">here</a></b> to read the book 'The Myths of Innovation' by the well renowned author Scott Berkun.</p> <p><b>Q3: You say innovation is a critical driver of growth. Isn't all growth done by innovation or do you mean folks stick to tried and true methods for growth? </b></p> <p><b>Answer:</b> Most businesses are designed to make profits alone. In our, more than 25 years of experience, senior executives seem to pay more attention to the bottom line(profits) and ROI metrics then to top-line growth. Top-line (sales/revenue) growth is much harder to achieve then the bottom line. Most incentives and compensation plans are primarily tied to the bottom line and stock value. I believe this is the primary cause of much of our financial system failure. Motivation to grow the top-line with innovation rarely exists in the business ecology. Innovation, by definition, requires allocation for &lsquo;mindful failure' (planned projects for purpose of trial, error, and learning), experimentation, and courage to withstand financial performance pressures. When there is no incentive to grow by innovation, only those real leaders with highest moral integrity are willing to do it. Here lies the irony of our current economical situation.</p> <p>Click <a href="" title="" target="_blank">here</a> to read how the world's largest technlogy company HP is riding the recession wave using Innovation.</p> <p><b>Q4: How can innovation help discover what your customers (internal and external) really want? </b></p> <p><b>Answer:</b> Innovation has very specific management processes. It can be organized and managed similar to every other organizational capability. At our firm, we have created training programs, courses, tools, and methods to teach our clients how to be more creative and strategic for future growth. One of our tools is designed to discover everyone's own "Innovation Style<sup>TM</sup>"; i.e. what stimulates creative thinking and how people approach problem solving (click <a href="" title="" target="_blank">here </a>for more).&nbsp;By understanding this &lsquo;human side' of innovation, it is absolutely possible to identify a client's deeper intent (beyond the needs). Once everyone learns how to bring out the best 360&ordm; thinking in themselves and from others, the organization can achieve extraordinary success and generate maximum value with assets they already have. This sounds simple, but learning to ask questions tailored to an individual's style is a much more complex. However, once individuals and management in organizations learn the skill of asking the right questions, they will become more successful in determining what customers &lsquo;really' want and need.</p> <p>Thanks,</p> <p>Jatin</p> <img src="">Jatin DeSaiMon, 16 Mar 2009 16:17:00 GMTf1397696-738c-4295-afcd-943feb885714:12577 Profits by Changing the Game<p>Businesses today run on a &lsquo;profit engine'. Everything in business is about profits only. Wall Street rewards profits. Executive compensation is tied to profits. Unless corporate profits increase, shareholders are not happy. Boards are motivated to make sure their companies are profitable.</p> <p>This is a ferocious engine that has created the current financial crisis. The U.S. Government (and many other countries) are bailing out the very same engine that has brought this crisis in the first place. - without solving the real problem. It is impossible to improve the future with only historical thinking. We cannot use existing thinking(rooted in the past experience only) and use it to create future. That is like an engineering teacher certifying a group of students as excellent engineers, but then asking the same teacher to suggest that all the students should also learn American History and Business Management. This type of thinking would be incomplete. In fact, we never notice how incomplete and inadequate it is.</p> <p>This suggests that most of our societal thinking(and other types of thinking) is completely wrong if the only way we think is from the past.</p> <p>For businesses, they think, the easiest way to increase profits is to increase efficiency and to reduce costs. They generally do this by reducing employment and laying off workers, instead of driving innovation and grow the top-line (much harder to do). So, they resort to making &lsquo;quick profits'. Why? Because that is how they are incented. This &lsquo;underground' motivation - to gain personal profits have driven business leaders to be greedy - the fundamental root cause of the world's sad situation today - in all sectors, in all issues.</p> <p>So what can be done? What can be done in our thinking?</p> <p>We need a new more humanistic approach and out of the box radical thinking to this problem. I don't know of anyone thinking along these lines. Why? Maybe because it is too hard? Of course.</p> <p>Solution I propose is to change the rules of the game. What if a corporation is allowed a specific profit per head for everyone employed? There would now be an incentive to employ as many people as possible. These people would still need to be employed productively because otherwise there would be no profit. The skill and thinking of executives would now be used to increase employment rather than to decrease employment.</p> <p>What do you think?</p> <p>-Jatin DeSai</p> <p><strong>The global financial crisis has led many companies to slice payrolls, but many employers are staying loyal. Meet 9 of this year's Best Companies that, as of mid-January, have never had a layoff. Click </strong><a href="" title="" target="_blank"><strong>here</strong></a><strong> to read more.</strong></p> <img src="">Jatin DeSaiFri, 20 Feb 2009 05:07:00 GMTf1397696-738c-4295-afcd-943feb885714:12738 you born to be a leader or can you learn to be a leader?<p>It depends on your definition of leadership.</p> <p>In my experience with building leadership capacity for an organization and coach C-level executives, I would highly suggest you first distinguish between what is Leadership and what is Management for your organization &ndash; at the top.</p> <p>Once you have this definition then look for following traits to build via experiential learning(you can't teach leadership in classroom alone).</p> <p>One of the best teachers of this subject is my friend Mel Toomey of Generative Leadership Group(<a href=""></a>). He has taught me very important lessons about the topic of leadership, and I regard him as one of the best in the world. He says that&nbsp;most leadership education in Corporate America is Management Training. Leadership is a form of art. Management is a form of science. You cannot teach leadership in a scientific manner. You can create leadership literacy in class &ndash; but that is all.</p> <p>I asked Mel, what is the one most important thing to teach (or learn) for different levels of leaders in a typical organization. Here is what he said:</p> <p><strong>1) New leaders:</strong> learn to TRUST THEMSELVES - a leader's capacity for trusting others is bounded by their trust for themselves.</p> <p><strong>2) Experienced leaders:</strong> learn to PREPARE TO MAKE MISTAKES... One cannot lead unless they are willing to be wrong... the handmaiden of original thinking are mistakes.</p> <p><strong>3) For senior leaders:</strong> learn that they WILL NEVER HAVE ENOUGH INFORMATION TO MAKE THE DECISIONS THEIR JOB CALLS FOR... By definition, the decisions leaders make involve creating... bringing new things into existence, dealing with matters that are unique. While history will inform a leader, a leader&rsquo;s decisions involve maters for which they must write the history.</p> <p><strong>4) Finally for the top level executives:</strong> they need to learn to BE A "LEADER EDUCATOR"... the source of growth and innovation in your organization will come from those you educate, develop and mentor as leaders. Be "the coach" and clear the field of play for your "experienced leaders."</p> <p>If you look at the list above, the question you asked no longer matters. The answer becomes - all human beings have the capacity to be a leader. The difference is, what in the &lsquo;context of leadership&rsquo;, the &lsquo;play arena for leadership&rsquo; are you talking about and what needs to be developed between where they are now and what level of leadership they need to practice. As a side note, most organizational cultures are not tolerant enough for the craft of leadership to be learned fast and safely &ndash; en entirely different issue, but an important one.</p> <p>It is very unfortunate that, many &ldquo;Leadership Programs&rdquo; are just that &ndash; one brush fits all. Total waste of time and money &ndash; most of this stuff does not work.</p> <p>Cheers,</p> <p>-Jatin</p> <img src="">Jatin DeSaiSat, 30 Aug 2008 17:29:00 GMTf1397696-738c-4295-afcd-943feb885714:13084