Less Zombie : How Great Companies Create Dynamic Innovation, Fearless Leadership and Passionate People 1st Edition Elvin Turner Visit to download the full and correct content document: https://ebookmass.com/product/be-less-zombie-how-great-companies-create-dynami c-innovation-fearless-leadership-and-passionate-people-1st-edition-elvin-turner/
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“Essentialreadinginanageofdisruption.”
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AndyBillings,VicePresidentProfitableCreativity,ElectronicArts “Abookofsomebrilliance.Everyonewithaninterestinpursuingsustainable, profitablerelevanceshouldreadit.Compelling,fiendishlycleverandfullof practicalideasandtoolsdeliveredwithgreatskill.Theimplicationsforbusiness arevast!”
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“Inbusinessalotistalkedaboutentrepreneurialspiritwithoutgivingitthe oxygentodevelopandthrive.Veryoftenthedifficultyiswheretostart. BeLess Zombie isanexcellentandpracticalguideforanyleaderstryingtoturnonhigher levelsofinnovationintheirorganisation.”
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“Thisbookispackedwithvitalknowledgeandessentialstrategiesthatyoucan adoptandapplyimmediatelytohelpcreateaninnovationmindsetwithinany teamororganisation.Writteninanengagingandimpactfulwayitputstheories intopractice,sharingnewtoolsandinsightsbasedonadecadeofinnovation experimentsconductedinsideFortune500companiesofallshapesandsizes.”
ChrisParles,SeniorFellowandProgrammeDirectorofMusic&Brandingat UniversityfortheCreativeArtsBusinessSchool
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“Thedefinitiveleadershipguidetosimplifying,mobilisingandhumanising innovation.”
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“Inthestruggleallorganisationsfacetodriveinnovation,thisbookdefinestherallyingcryyouneedtobringeveryonetogetherandprovidesanexcellenthandbook withtheessentialtoolstomakeithappen.”
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“Anindispensablereadthatunashamedlykickswide-openthedoortoreal-world innovation.Engaging,accessibleandwithlotsofinvaluabletipsandinsightsfor leadersatalllevelsonhowtocreateacultureandclimateinwhichinnovation thrives.Agreatwake-upcallforallzombies nowtherearenoexcuses!”
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“Atlastabookthatgivespermissiontocreate,collaborateandinnovate.Elvin Turnerintelligentlychallengesthestatusquowithasprinklingofverygood humour.Essentialreading.”
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“BeLessZombie ismorethanabook,itisatoolkitforanyseniorexecutivewho wantstodrivepositivechangeintheirbusiness.Turnergivesyoueverything youneedtocreateanddeliveryourowninnovationagendawithinthelimitsof yourbudgetandideas.”
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BeLessZombie BeLessZombie HowGreatCompanies ElvinTurner
IllustratedbyRichardJohnston
Thiseditionfirstpublished2020 ©2020ElvinTurner.
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Names:Turner,Elvin,author.
Title:Belesszombie:howgreatcompaniescreatedynamicinnovation, fearlessleadershipandpassionatepeople/ElvinTurner.
Description:[Hoboken,NJ]:Wiley-Capstone,2020. | Includesindex. Identifiers:LCCN2019057699(print) | LCCN2019057700(ebook) | ISBN 9780857088208(paperback) | ISBN9780857088246(adobepdf) | ISBN 9780857088239(epub)
Subjects:LCSH:Organizationalchange. | Leadership.
Classification:LCCHD58.8.T8762020(print) | LCCHD58.8(ebook) | DDC 658.4/063—dc23
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LCebookrecordavailableathttps://lccn.loc.gov/2019057700
Coverconcept:JacquelineTurner
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Innovationisanargumentinsidemostcompanies–frail,newideasversustheoverwhelmingpowerofthe statusquo.Aninnovationstrategyhelpscreatean environmentwherenewideascanemergeandthrive. Itisthesingle-mostimportantwaytobuildand sustaininnovationperformance.Anditdoesn’thave tobedifficult.
Mostorganisationswantmoreinnovationbutfew equiptheirpeopletoactuallydeliverit.Thissection providespracticalstrategies,roadmapsandcase studiestohelpyourpeopleout-innovateyour competitors.
Business-as-usualmakeslittleprovisionforbolder innovation.Thissectionhelpsyourethinkhow resourcesaremanagedandallocatedsothatthefuture hasagreaterchanceofshowingup.
Culturehasbeendefinedas‘whatisordinary’.Yet mostcompaniesdemandextraordinaryinnovationto emergefromtheirstatusquoset-ups.Thissection showshowtomovebeyondaone-size-fits-allculture towherebiggerideascanemergeandthriveona repeatablebasis.
PartSeven TurnItOn,TurnItUp359 You’vereadthebookandarereadytostart.Butwhere doyoubegin?Whatdoes‘DayOne’looklike?This sectionprovidessomepragmaticstartingpointsto turnonandturnupyourinnovationperformance.
ABOUTTHEAUTHOR ElvinTurnerisanaward-winningleadershipadvisorandassociate professorofinnovation,entrepreneurshipandmarketing.
Elvinhascoachedhundredsofinnovationandperformance programmesaroundtheworld,helpingleaders,managersandteams overcomethemanybarriersthattheyfacewhentryingtodevelop breakthroughideasandturnthemintoaction.
Elvin’sworkspansconsulting,coachingandfacilitationinthe areasofstrategy,innovationandleadershipdevelopment.
Hisclientsincludesomeoftheworld’sleadingorganisationsin thefinancial,technology,music,pharmaceutical,drinksandpublishingindustries.Hisexperienceextendsfromworkingwithnewand disruptivetechnologystart-ups,throughtoseasonedleadershipteams insideconservative,globalinstitutions.
ACKNOWLEDGEMENTS Thisbookhasbeenacollaborationwithmanypeople.I’msothankful toeveryonewhohasbeenontherideandespeciallywanttocallout thefollowingpeople:
RichardJohnston,myever-patientandingeniouscollaborator.
JeanGomes,whosetmeoffontheinnovationtrackmany yearsago.
SimonPrattforhiscontinuousflowofbest-sellingauthorinsight, encouragement,friendshipandspiritualbulldoggedness.
NigelWilkinsonforkeepingmyhandsheldup.
CarolHerzigforencouragementandwisdom.
PhilTennantforhelpingmerealisethatthisbookwasactually twobooks(watchthisspace!)
LionelMedleyforremindingmeaboutnerds.
TonyRyce-Kellyfortalkingsomesenseintomeonmanyoccasions.
MarkSwain,EmilyCharlesandMaryColeatHenleyBusinessSchoolfortakingthefirstriskwiththeUnicornsvsZombies programme.
JimSearsandDrBenShenoyforinsightfulcoursecorrections. MelTomsforbeingmyschool-runsoundingboard.
Allwhocontributedtothecontentofthebook,inorderof appearance:BenSullivan,ManagingDirector,BibliothecaUK;Andy Billings,VicePresidentofProfitableCreativityatElectronicArts;
MarkBjornsgaardofSystem-Two;ProfessorAlanBrownofExeter University;LeeWiddows,AssociateHeadofSchool(Fashion/Fashion Business)attheUniversityoftheCreativeArts;ChrisParles,ProgrammeDirectorMusicandBrandingattheUniversityofCreative Arts;AshleySchofield,CEOofgiffgaff;GemmaMetheringham, CreativeDirectorofLabel/Mix;MattMadden,authorof 99Ways toTellaStory;DenisO’Flynn,formerManagingDirectorofPernod RicardUK;BridgetGardner,HeadofEmployeeCapability,Pernod RicardUK;PatrickVenningofBreakwaterMarketing;RafaelOrta, ChiefProductOfficerat moneysupermarket.com;HarveyWade, ManagingDirectorofInnovate21;AlexOsterwalder,Co-founder ofStrategyzer;DavidReay,SeniorVicePresidentatSonyMusic Entertainment;TeresaKotlicka,talentandcultureadvisoratSony MusicEntertainment;EmilyBollon,FounderofMotivationby Music;JoTwistleton;BeckyAllen,PresidentofDeccaRecords;Dr AliceCook;SimonWalsh;BobDickman;MalcolmHassan;David Riley;JenniferRobisonofGallup;andFionaConway,Directorof RetailCustomerOperationsatSantanderBank.
Themanyexpertsandpioneerswhohavedirectlyandindirectly influencedthecontentofthisbookanddirectionofmythinking,includingAlanKlement,ArthurBurk,EricRies,Professor ClayChristensen,BillJohnson,SteveBlank,KathySierra,Professor RitaMcGrath,DougSundheimandRobertQuinn.
ThecontinualcryofmembersofGuildfordCommunityChurch: ‘There’smore!’
TheeditorialandproductionteamsatWiley.
Andmyincrediblefamily:Jackie,foryourendlesssparkle;Daisy, foryourinspirationalcakefuel;Lukeforyourchirpybanter;and Leilaniforyour‘home-from-school’hugs.
Thankyouall,somuch.
ElvinTurner
INTRODUCTION: UNICORNSVSZOMBIES ©RichardJohnston.
Itwasaperfectdaytomeetzombies.
InsidetheidyllicruralcampusofEngland’sprestigiousHenley BusinessSchool,40executiveswerejostlingforpositionalongaline thatIhadmarkedoutonthefloor:
‘Moreunicorn’atoneend,atermthat’scometomeanahot, most-wanted,$1bninnovationpowerhouse.
‘Morezombie’attheother,meaningadecayingmonolithstaggeringintothefuture.
Thetask:Standintheplaceonthatspectrumthatbestdescribes yourorganisation.
Therewerealotofself-declaredzombiesoutthatday.
Butthetruthistherearealotofzombiesout every day.Research showsthatcompanylifespansareshrinkingfast.1 Butit’snotjust companies.Theexperienceofworkinginsideanoff-kiltercompany canbedeadlyforthepeopleinside,too.Simplybeingatworkisnow thefifthbiggestkillerintheUnitedStatesbecauseoftheillnessesthat stemfromrisingworkplacestress.2
Sowhat’sdrivingthiszombieadvance?
ClingingtoWhatKillsUs Imaginestandingontheedgeofachasmthatiswideningbeforeyour eyes.Yoursideofthechasmiscrumblingfast.Gettingtotheother sideisyouronlychanceofsurvival.Thereisaropeinyourhandthat youcouldusetoswingacross.Butfearstopsyoufromjumpingand keepsyourootedtothespot,grippingontothatropefordearlife. Meanwhile,thegroundcrumblesbeneathyourfeet.Thewiderthe
1 https://www.cnbc.com/2017/08/24/technology-killing-off-corporations-average-lifespan-ofcompany-under-20-years.html
2 “DyingforaPayCheck”,JeffreyPfeffer,HarperBusiness,p38
Introduction:UnicornsvsZombiesxxi
chasmyawns,theriskiertheswing,thegreaterthefear,thelesslikely thatyou’llleap.
AlittleIndianaJones,maybe.Butthat‘holdingon’instinct,that falsesenseofsecurityofhangingontowhatweknow,setsoffachain reactionofsubtleandpainfuldemiseinsidemanyorganisations: decliningmargins;efficiencyinitiativesthatmeanmoreworkfor fewerpeople;anexhaustedanddisengagedworkforcethatiscontinuallyputtingoutfires;salesteamswhowouldratherleadwith discountsthanpushthenew,longerlead-timesolutions;andless appetiteandresourcingforinnovationwhichisultimatelywhatgets usacrossthechasm.
Overthelast25yearsI’veseenvariationsofthisscenarioplayout insidecompaniesofallshapesandsizes.ButI’vealsoobservedtwo factorsthatcanmakeahugedifferencetotheinevitabilityofinnovationandhighperformanceshowingup:
1.MoveSomeDifferentNeedles Wegetwhatwemeasure,andwemeasurewhatwevalue.Sowhatare weovervaluingthatopensthedoorstozombieism?
Inmostcompanies,aminorbusinessmodeltremorcreatesa standard,anxiety-drivenknee-jerkresponse:‘Grabthecashwhile youcan.’
‘Theprevailingmindsetinsidemostboardroomsis“Welove money,”’saysBenSullivan,ManagingDirectorofbibliothecaUK,a librarytechnologycompany.‘It’stooeasytosay“yes”tothisquarter’s numbersattheexpenseofdevelopingtheideasthatthefutureneeds. No-oneeverframesitinsuchblack-and-whiteterms,butdeepdown, thedopaminehitofashort-termcashinjectionusuallyfeelstoo goodtoresist.’
Yetthetwenty-first-centuryrateofchangemeansthatbusiness modeltremorsarenowaneverydayoccurrence.Theshort-term,
cash-grabbingresponseisoftentriggeredbytheanxietyofhaving nothinginthenewproductpipeline.Anditisanxiety’ssibling,fear, thatstopscompaniesfrombackingthemoreriskyideasthatthe futurepipelinesneed.It’sacircularparadoxresultingincompanies thatareliterallyscaringthemselvestodeath.
Organisationsneedtoputinplacecounterbalancestoresistthe short-term,controlfreakismthatshutsdownanyappetiteforinnovationthatventuresbeyondthestatusquo.
‘Incrementalimprovementguaranteesobsolescenceovertime, especiallyinfastchangingindustries,’saysJoiIto,theformerDirector oftheMITMediaLab.
Weneedsomenewdialsandneedlesinourcorporatedashboards. Onesthatcompelustomakethedecisionsthatourfutureneedsusto maketoday;thosespecificallyrelatingtobetterperformancearound innovationandchange.
2.Demystifythe‘How’ofInnovation ‘Don’ttellmewhy,don’ttellmewhat,justtellme how togetinnovationmovinginthisplace,’ishowIwasoncegreetedbyafrustrated CEOwhowassmartingfromarecent,failedinnovationinitiative.
It’stheunderlyingnarrativeinsidemostorganisationsthatImeet. Morespecifically,whilstorganisationstendtowantmoreoverall innovation,theirgreatestneedisabiggerbagofbolderideasthat couldbecometomorrow’scashcows.Sowherearetheyhiding?
Well,ifwedefinecultureas‘whatisordinary’,wecan’trealisticallyexpectmany‘extraordinary’ideastoemergeandthrivefrom business-as-usualoperations.‘Extraordinary’createsanunderstandablyallergicreactionfromthestatusquo.It’salifeformlikelytomess withourrepeatable,predictablewaysofworking.
(AninterestinganagramofBeLessZombieis‘blobseizesme’. It’showIimagineaboldideafeelswhenitencounterscorporate bureaucracy.)
Introduction:UnicornsvsZombiesxxiii
It’snotsurprisingthattheboldideascupboardisprettyemptyin mostorganisations.
Hmmm … Lookslikewe’llneedtodiscountourwayoutofthisone again,Winston.
Innovationhasareputationforbeingablackart,butit’sreally not.Yetbecausesofewcompanieshavedesignedadeliberatesystem forrepeatableinnovation,itsadhocnaturecausesittofail,oratbest delivermoreofthesame.
Aftercoachinghundredsofinnovationprojectsaroundtheworld andmixedwithmyownresearchandthatofotherexperts,I’vediscoveredthatbolderinnovationbecomesamoreinevitableandrepeatableoutcomewhenteamsandorganisationsfocusonsixareas,each ofwhichhasasimple‘turn-on’path.
‘TURN IT ON’ INNOVATION STRATEGY FRAMEWORK PROCESS
LEADERSHIP
CULTURE
Strategic Drivers
Corporate strategy
Financial renewal
Customer insight
Portfolio
Future trends
RESOURCING
CAPABILITIES
TurnItOn framework ©ElvinTurner
InnovationStrategy Adhocinnovatorstendtobecontinuallyfrustrated.Aclearinnovationstrategy,ontheotherhand,galvanisesthe wholebusinessbehindit.
Process Aclear,efficientandeffectiveinnovationprocessthateveryoneunderstands.Giveeveryonearoadmapfortheirideas.
Capabilities Deliberatelyacquiringanddevelopingthecapabilities neededtodelivertodaywhilstdiscoveringanddesigningtomorrow.
Resourcing Dynamicallyallocatingsufficientandappropriate resourcestoincrementalanddisruptivegrowthinitiatives.With therightprocessinplace,thisoftenresultsinsignificantlyreduced resourcewastageininnovation.
Culture Calibratingthecultureandclimatetotheinnovationoutcome,ratherthanone-blob-fits-all.Incrementalideasaregenerally tweaks,workingwithrelativelywell-knowncauseandeffectdynamics.It’spredictableandfeelssafe,sometricsaroundcertaintyofoutcomeareappropriate.Boldideas,ontheotherhand,havehighfailurerates,sotheyneedacontextwhichgivesthemahigherchanceof makingitoutofthebuildingalivethanstatusquooperationsusually afford.
Leadership Equippingandincentivisingseniormanagerstoorchestrateappropriatelevelsofinnovationandentrepreneurship.
Whenthesesixelementscombinetobecomeadeliberateinnovationsystem,companiesgivethemselvesthegreatestpossiblechanceof thrivingtodayandshowingupinthefuture.
Turniton, then turnitup Myaimwiththisbookistohelpyou succeedwheremostcompaniesfail:toturnoninnovationand tokeepitturnedonwithproventoolsthatyoucantailorfor yourcontext.Establishfoundations,getsomequickwins,build confidence … and then turnupthescaleandsophisticationasand whenyouneedthem.
What’smore,everyorganisationisunique.WhilstthetoolsI’m sharingareuniversallyapplicable,beyondacertainpointinyour journeytowardsgreaterinnovationperformance,onlyyoucanknow what’srightforyourspecificcontext.Thisbookhelpsyou turnon innovation,butbeyondacertainpointonlyyoucan turnitup. WhatworksforAppleisunlikelytoworkinexactlythesameway foryou.DiscoveringanddevelopingyouruniqueinnovationDNAis apathwaytowardscompetitiveadvantagethatfewcompaniesdeliberatelypursue.
NotforGeeks Finally,thisisnotabookforinnovationgeeks.It’sfor everydaybusinesspeoplewhoneedpracticaltools,ideas,workshop formatsandcoachingtipstoturnoninnovation.SoI’vedeliberately writtenthisinshort,sharpchapterswithpracticaladvicethatyoucan tryoutimmediately.(Sorryfellowgeeks,notmuchinnovationjargon inhere–Ihope.)
ThisbookisbasedonwhatI’velearnedfromcompaniesthatare recalibratingthemselvestopursuesustainable,profitablerelevance.
Theyarecreatinghealthierorganisations,happierpeopleand morehopefulfutures. Theyarebeinglesszombie.
BeLessZombie 
