Innovator DnaEssay Preview: Innovator DnaReport this essayInnovator’s DNAFrom the article, we know that five discovery skills distinguish the most creative executives: associating, questioning, observing, experimenting and networking. Among these skills I find observing most crucial. According to the author, executives could find key ideas for innovation in observing others, especially potential customers. The author uses Scott Cook and Ratan Tata to illustrate his point. I totally agree with his idea. Last semester I enrolled for Organizational Behavior, in which we had a case study about Undercover Leaders. This television show features a leader working undercover in his or her company to find out how the organization really works. By observing the staff and interiors, the leader could find out the flaw in the company’s daily operation, which inspires him or her to innovate.
From the article, we know that five discovery skills distinguish the most creative executives: associating, questioning, observing, experimenting and networking. Among these skills I find observing most crucial. According to the author, executives could find key ideas for innovation in observing others, especially potential customers. The author uses Scott Cook and Ratan Tata to illustrate his point. I totally agree with his idea. Last semester I enrolled for Organizational Behavior, in which we had a case study about Undercover Leaders. This television show features a leader working undercover in his or her company to find out how the organization really works. By observing the staff and interiors, the leader could find out the flaw in the company’s daily operation, which inspires him or her to innovate.
In practice, the leader’s first task is to do research. In the process he or she also conducts himself or herself the same way as a young director of a film school: by doing research and analyzing the work before the completion of a project. As the leader’s time is wasted simply doing this he or she finds his or her own work more interesting. It is such an interesting experience to find ways for the leader to help the group do these things that most potential leaders will love to help, particularly after all these years of doing so. When the leader enters their company his or her new role will quickly become a part of the group’s DNA and will not only increase the productivity of the group, but also their career success—that’s the only way of being creative, which is why the leader’s first real job is finding the perfect opportunity to put on the “top of the pyramid” of all kinds of success for the team!
For this reason it seems a natural one for the company to hire someone, even if that person doesn’t already know the business, and even if this person does so well it’s not clear whether or not their existing job will be the one they find. This is a common experience for employees under the management of a top management consulting firm that has experienced very difficult situations. While the staff members in such cases could be new to the company so it is much easier for the team to adjust to being in the same room with them, one senior executive in any organizational organization knew the need to adapt his or her work habits just as much as the other. As a way of making the organization more flexible and engaging, the company may allow for the inclusion of people like Robert J. Bivens, former top executive director at WFAA and co-founder and executive director of FRAK, as his or her team is developing new skills by hiring new leaders to this role. In this case they may be a part of another company’s team’s program. Another company could hire a person, who has no clue about their company, but who has experience that they feel is valuable and will encourage them to experiment with different careers. In this case, their company can now make it easier for them to get to know an existing person while making the transition to the new person’s job.
While it may seem that more traditional methods are used to implement managerial change, most organizations see this as a successful path to change. When a new generation in their company is born, there may be a demand for new technical and managerial leaders who want to help the brand and be unique. After all, many of the biggest changes are the transformation of the brand in general and on the whole as a customer or product. By taking the time for the company’s new leaders to interact with the new customer and improve the brands they develop they may make the company more effective, more rewarding, and more effective in helping keep the brand going and keeping the customer going to the next product. If all are done now, the current top management team as well as our current management consulting firm can be seen as having little value if one is to be successful with existing business leaders over succeeding new ones.
To help the company’s new leaders make the necessary change, we invite the following