Lean Marketing & Product Development

Lean Marketing and Product Development by Walter McIntyre

Lean principles apply to any process based operation. I cannot think of any process that does not have non-value added components in it that create the opportunity for waste production.  In fact, by definition, a non-value added component in a process is waste.

Managing an Innovation Team

Managing an Innovation Team by Walter McIntyre

Innovation is as much about failure as it is success.  Innovation thrives in a culture that is open to challenging the status quo and allowing employees to make mistakes as new ideas are generated. Organizations that do not tolerate failure simply cannot innovate in a way that we would call successful.

Managing an organization that has an innovative culture can be stressful, as there is bound to be friction as new ideas rub up against established ways of doing things and other employee’s ideas. This friction is good if managed right.  This means creating a safe environment for commenting on ideas, introducing ideas and “sharpening the sword” against each other.

Forward Thinking

It is not enough to just innovate around a tried and true point of reference.  To survive and thrive you must be willing create a “new” tried and true point of reference, continuously, and in real time with the market.  I can remember when my team first introduced the asTech technology to the collision repair industry.  We were traveling to conferences doing demos for so called experts.  It was common to hear, “I don’t believe them.  It’s just smoke and mirrors”.   Most of those folks are not considered experts anymore because we moved the needle on what was possible.

Building Great Teams

I did some research on team building recently.  What I found were lists of qualities that define effective teams.  The problem is that these lists are typically filled with descriptions of characteristics that are superficial.  I can say, or do, whatever is necessary, when it is necessary, so that I look like a great teammate on a great team.

I believe that building a great team requires great teammates. It is much more personal than a list of qualities. You do not want to build a house on a foundation of sand and you do not want to build a team on a foundation of individuals whose sole focus is on their own personal value propositions.

Building New Skills

Much of our frustration with personal development comes from our failure to establish short term goals.  This frustration springs from a failure to understand that the learning and development of skills is typically an evolutionary process.  Your brain learns by building neural connections over time, by way of practice and integration into your current understandings and skills.

Maybe you want to learn to play a musical instrument. The first day you pick up the instrument, you will not play it like a virtuoso.  You correct for this by expecting a certain level of accomplishment for each practice.  Meeting this goal gives you a positive view of your efforts.  You repeat this cycle over and over again, like climbing a ladder.

Innovation and Creativity in Motion

Many of the activities and strategies we use to innovate and manage are actually road blocks to creativity and innovation. Certainly, the enforcement of a time line and being cost conscience, are important, but only in respect to their appropriate place in the life cycle of a product or service.  When applied to the creative and innovative phases in this life cycle, they are disruptive and cause sub-optimization.

Innovation is a creative process that requires open-mindedness and a safe environment.  Creativity and innovation are processes that rely upon failure and the ability to learn from failure. You cannot create or innovate where failure is unacceptable or penalized.

The Reverse of Business Intelligence

  • We don’t know what we don’t know.
  • We can’t do what we don’t know.
  • We won’t know until we measure.
  • We don’t measure what we don’t value.
  • What we don’t measure we don’t do.
  • We don’t value what we don’t do.
  • Therefore, we will continue to not know what we don’t know.

High Performance Work Group Manifesto

High Performance Work Group Manifesto:

  • Reject the “Box”.  We do not want to be categorized into anything normal or stationary.
  • Do not seek what is easy or comfortable.
  • We value problems, roadblocks and change.  We expect and seek out problems, roadblocks and change.
  • We value the team.
  • We value diversity of opinion.
  • We value the “and” and reject the “or”.  We want it the way we want it.
  • We enjoy being told that something can’t be done.  Then going out and proving the “teller” wrong.
  • We are pirates. Not conformists.

Managing Innovative Businesses

Engineers want to build things and scientists want to understand things.  It takes both to successfully innovate. The ability to dream a concept and build it into reality requires both a drive to understand the science and challenges, and the desire to build this understanding into reality.

Managing this kind of effort is not easy.  Both creativity and curiosity are desired and rewarded, even when they may seem in conflict with established business paradigms. Sometimes you find that you are managing a very focused effort, single minded in its desire to achieve a goal. Other times you are managing chaos. Both are essential to innovation in some balanced dance of interplay.

Great Teams

Getting the most out of yourself and others.

Perspective is nearly everything when it comes to accelerating your performance, or someone else’s.  Human motivation is more art than science.  No matter what I believe or expect about the natural laws, for example, my opinion has no impact. Gravity does what gravity does, no matter what I think.

Human motivation is different. What you believe about yourself, or others, has an impact on your behavior or someone else’s behavior. The self-fulfilling prophecy does not apply to natural laws, but does apply to us lowly humans.  This is both good and bad.