Auditorium Là Gì


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As organizations grow, they begin to lớn prioritize process over sản phẩm. That impedes real innovation. When organizations realize this, they typically respond in three ways: By hiring consultants lớn vày a reorg (that’s “organizational theater”), adopt new processes such as hackathons to lớn spur innovation (that’s “innovation theater”), or take steps khổng lồ try to lớn resize their bureaucratic behaviors (that’s “process theater”). Instead, what organizations need is an Innovation Doctrine that addresses culture, mindmix, và process and guides the organization’s efforts to lớn achieve real innovations.

They put too much focus on process & not enough on product.

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The type of disruption most companies và government agencies are facing right now is a once-in-every-few-centuries sự kiện. Disruption today is more than just changes in công nghệ, or channel, or competitors — it’s all of them, all at once. And these forces are completely reshaping both commerce and defense.

Today, as large organizations are facing continuous disruption, they’ve sầu recognized that their existing strategy and organizational structures aren’t nimble enough lớn access and mobilize the innovative sầu talent & giải pháp công nghệ they need lớn meet these challenges. These organizations know they need khổng lồ change, but often the result has been a form of organizationalwhack-a-mole– a futile attempt at trying lớn swat at problems as they pop-up without understanding their root cause.

Ultimately, companies và government agencies need khổng lồ stop doing this or they will fail.

We can build a mindmix, culture, và process khổng lồ fix this — what I think of as an Innovation Doctrine. But first we need lớn step baông chồng and recognize one of the problems.

I just spent a few days with a large organization with a great history, which like most of its peers is dealing with new and rapidly evolving external threats. However, its big best obstacle is internal. What had previously been a strength — its great management processes — now holds baông chồng its ability lớn respond to lớn new challenges.

Companies Run on Process

Once upon a time every great organization was a scrappy startup willing to take risks — new ideas, new methods, new customers, targets, và mission. If it was a commercial company, it figured out product/market fit; if a government organization, it focused on solution/mission fit. Over time as these organizations got large, they built process. By process I mean all the tools that allow companies khổng lồ scale repeatable execution. HR processes, legal processes, financial processes, acquisition & contracting processes, security processes, sản phẩm development & management processes, and organizational forms etc. All of these are great strategies & tools that business schools build, and consulting firms help implement.

Process is great when you live sầu in a world where both the problem và solution are known. Process helps ensure that you can deliver solutions that scale without breaking other parts of the organization.

These processes reduce risk to lớn an overall organization, but each layer of process reduces the ability to lớn be agile và lean and — most importantly — responsive sầu to lớn new opportunities & threats.

Process Versus Product

As companies & agencies get larger, they start to lớn value the importance of “process” over the “product.” And by hàng hóa, I mean the creation of new hardware, services, software, tools, operations, tradecraft, etc. People who manage processes are not the same people as those whocreateproduct. Product people are often messy, hate paperwork, and prefer khổng lồ spkết thúc their time creating stuff rather than documenting it. Over time as organizations grow, they become risk averse. The process people dominate management, & the sản phẩm people kết thúc up reporting to lớn them.

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If the company is large enough it will become a “rent-seeker” & look to lớn the government & regulators as their first line of defense against innovative competition. They’ll use government regulation and lawsuits khổng lồ keep out new entrants with more innovative business models.

The result of monopodanh mục behavior is that innovation in that sector dies — until technology/consumer behavior passes them by. By then the company has lost the ability khổng lồ compete as an innovator.

In government agencies, process versus product has gone further. Many agencies outsource hàng hóa development khổng lồ private contractors, leaving the government with mostly process people — who write requirements, and oversee acquisition, program management, và contracts.

However, when the government is faced with new adversaries, new threats, or new problems, both the internal process people as well as the external contractors are loath to lớn obsolete their own systems và develop radically new solutions. For the contractors, anything new offers the real risk of losing a lucrative sầu existing stream of revenue. For the process people, because the status quo is a known and comfortable space, if the contract và contractor are large enough, they put their thumb on the scale và use the political process and lobbying khổng lồ maintain the status quo.

The result is that legacy systems live on as an albatross & an impediment to making the country safer & more secure.

Organizational và Innovation Theater

A competitive sầu environment should drive a company/government agency inkhổng lồ new forms of organization that can rapidly respond lớn these new threats. Instead, most organizations look khổng lồ create even more process. This typically plays out in three ways:

Often the first plan from leadership for innovation is hiring management consultants who bring out their twentieth-century playbook. The consultants reorganize the company (surprise!), often from a functional organization inkhổng lồ a matrixed organization. The result isorganizational theater.The reorg keeps everyone busy for a year, perhaps provides new focuson new regions or targets, but in the kết thúc is an inadequate response to the need for rapid innovation for product. At the same time, companies và government agencies typically adopt innovationactivities(hackathons, kiến thiết thinking classes, innovation workshops, et al.) that result ininnovation theater. These activities shape và build culture, but they don’t win wars, & they rarely deliver shippable/deployable hàng hóa. Finally, companies & government agencies have realized that the processes và metrics they put in place khổng lồ optimize execution (Procurement, Personnel, Security, Legal, etc.) are obstacles for innovation. Efforts to lớn rekhung và recast these are well meaning, but without an overall innovation strategy it’s like building sandcastles on the beach. The result isprocess theater.

For most large organizations these reorgs, activities, and reforms don’t increase revenue, profit or market cốt truyện for companies, nor bởi vì they keep our government agencies ahead of our adversaries. One can generously describe them as innovation dead ends.

Between a Rochồng and a Hard Place

Today, companies & government agencies are not able to lớn access & mobilize the innovative sầu talent & giải pháp công nghệ they need to meet these challenges. The very processes that made them successful impede them.

Organizational rekiến thiết, innovation activities, & process resize need to bepartof an overall plan.

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In sum, large organizations lachồng shared beliefs, validated principles, tactics, techniques, procedures, organization, budget, etc. khổng lồ explain how và where innovation will be applied & its relationship to the rapid delivery of new hàng hóa.