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The 7 Consistent Routines of Geniuses

The 7 Consistent Routines of Geniuses | LQ - Innovation et productivité | Scoop.it

1. They like going for long walks.

These people were all prone to the constitutional. They believed that it cleared their brains. Many of them, though, operated before the long walk was replaced by the StairMaster, the elliptical machine, and the, um, hike. It's understandable, therefore, that walking was one of their few options for exercise. It's known that Steve Jobs was and Mark Zuckerberg is partial to walks (and perhaps one of these two qualifies as a genius). But wouldn't it be lovely if there could be a few more beautifully sculpted geniuses for us to look up to?

2. They stop when they're on a roll.

This is profoundly un-American. Surely, you might think, they'd want more and more of their genius to pour out while they were feeling geniusy. But, no. They always want to leave something in reserve, perhaps to help them get on a roll the following day. The exception to this was Mozart, who apparently just couldn't help himself.


Via The Learning Factor
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The Learning Factor's curator insight, October 13, 2015 6:50 PM

A recent book finds that Steve Jobs, Sigmund Freud, and many other exceptional people had several habits and preferences in common.

PremierInsightsLLC's curator insight, October 14, 2015 2:58 PM

All humans are innovators because we're wired to respond to change creating a better future. It's this response to the change, that leads to the innovation. Critical is that an innovation is only an innovation if it creates "wealth" in the present. Wealth can be anything that's an improvement over the current state of affairs. It can be money, longevity, etc. 

 

Steven Johnson, in his book  “Where Good Ideas Come From: The Natural History of Innovation”, Steve Johnson, 2010, Riverhead Books New York. has a short list worth pondering for anyone wanting to know how to behave leading to more innovative outcomes.These are: 

The Adjacent Possible: First Order Combinations

Liquid Networks: The Goldie Locks Approach

The Slow Hunch: Ideas take time to develop into innovations

Serendipity: Taking advantage of events as they occur

Errors: A Special Gift to Ourselves

Exaptation and Diversity: Legos in Action

Platforms: Building on the Past, Creating the Future


This book is worth reading, especially if someone is "new" to becoming more innovative. 

https://www.fiverr.com/services_va's curator insight, October 14, 2015 6:35 PM

https://www.fiverr.com/services_va/post-2-permanent-verified-reviews-amazon-google

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Get Your Organization Ready for 3D Printing

Get Your Organization Ready for 3D Printing | LQ - Innovation et productivité | Scoop.it
Or risk being passed by.
Philippe Doyon's insight:

La prochaine grande révolution manufacturière est déjà arrivée. L'impression 3D aura un impact important sur la chaîne d'approvisionnement.

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Five Ways to Make Your Innovation Culture Smell Better | Innovation Management

Five Ways to Make Your Innovation Culture Smell Better | Innovation Management | LQ - Innovation et productivité | Scoop.it
When it comes to fostering continuous innovation, most organizational cultures stink at it. Industry research provides some interesting statistics which highlight that innovation is not easily obtainable and that companies are not innovating fast enough to repel the unrelenting threat posed by new market entrants with declining barriers to entry.

Via Bonnie Hohhof
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FRANK FEATHER ~ Business Futurist's curator insight, December 17, 2014 3:40 PM

Without a culture of sustained innovation, most companies will die within 10-20 years of being formed.


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How to Make Innovations Business Relevant | Innovation Management

How to Make Innovations Business Relevant | Innovation Management | LQ - Innovation et productivité | Scoop.it

Innovations should clearly contribute to growth, optimization and protection of the business. However, CEOs often challenge innovations already at the beginning of respective discussions and huge amounts of ideas get lost, together with prospective business benefits. In this IM Channel One Roundtable Discussion we introduced EY’s way of utilizing innovation management to address the three most relevant board room challenges: top-line growth, bottom-line growth and business resilience. (webinar)


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Rescooped by Jean-Guy Frenette from Talent Management; Engagement
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Culture Of Courage: Creating A Culture That Breeds Bravery

Culture Of Courage: Creating A Culture That Breeds Bravery | LQ - Innovation et productivité | Scoop.it
People are innately wired to avoid risk. During times of times of change and uncertainty, our risk aversion is amplified. Yet the number one way to gaining competitive edge is by creating a culture where people feel safe and emboldened to innovate and challenge the status quo thinking. The first key to creating a 'culture of courage' is leading from possibility, not probability.

Via Anne Leong
Jean-Guy Frenette's insight:

PDGLead

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Empaticus's curator insight, September 2, 2014 2:38 AM

The need for a culture of bravery in the midst of all fear, terror alerts and an ongoing witch-hunt on whistle blowers. 
Be brave people. 

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11 Actions to Increase Employee Productivity

11 Actions to Increase Employee Productivity | LQ - Innovation et productivité | Scoop.it

Via Daniel Watson
Jean-Guy Frenette's insight:

PDGMan

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Jean-Guy Frenette's curator insight, August 14, 2014 9:26 PM

PDGMan

Thomas Ammar's curator insight, March 17, 2:27 AM
All 11 of these actions have a positive impact to mental and physical health of a worker which in turn increases productivity. Spreading ideas like these to companies is a goal of mine and is something id like to be heavily involved with when I'm working in this industry.
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4 Things Employees Need to Boost Productivity

A study of 19,000 employees from a wide range of industries reveal that if your company meets just one of these core needs your employees will be more engaged, productive, and bring in more money. But if you meet all four....

Via Anne Leong
Jean-Guy Frenette's insight:

PDGMan

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WHERE GOOD IDEAS COME FROM by Steven Johnson - YouTube

One of our most innovative, popular thinkers takes on-in exhilarating style-one of our key questions: Where do good ideas come from? With Where Good Ideas Co... (Comment favoriser la #creativite et l’#innovation ?
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Why Good Managers Are So Rare

Why Good Managers Are So Rare | LQ - Innovation et productivité | Scoop.it

Gallup has found that one of the most important decisions companies make is simply whom they name manager. Yet our analysis suggests that they usually get it wrong. In fact, Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time.


Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. The only defense against this massive problem is a good offense, because when companies get these decisions wrong, nothing fixes it. Businesses that get it right, however, and hire managers based on talent will thrive and gain a significant competitive advantage.


Via The Learning Factor
Jean-Guy Frenette's insight:

For PDGMan

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Brenda Collins's curator insight, March 17, 2014 8:31 PM

Companies need to commit when promoting someone to a management position to provide the training and mentoring necessary. This approach provides a great return on investment!!

Emeric Nectoux's curator insight, March 18, 2014 1:30 AM

Wonderful article from HBR, definitively worthing the few minutes needed for free registration ;)


Here is a short extract:


"If great managers seem scarce, it’s because the talent required to be one is rare. Gallup finds that great managers have the following talents:

  • They motivate every single employee to take action and engage them with a compelling mission and vision.
  • They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
  • They create a culture of clear accountability.
  • They build relationships that create trust, open dialogue, and full transparency.
  • They make decisions that are based on productivity, not politics."


Jeanne Legare's curator insight, March 18, 2014 12:13 PM

Great article to read...so true!

Rescooped by Jean-Guy Frenette from Innovation Strategies
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How to measure innovation

How to measure innovation | LQ - Innovation et productivité | Scoop.it
We need a set of innovation metrics that measure how capable companies are, so we can separate reputation from capability and help companies focus on areas for improvement.

Via Ken Cooper
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Ivo Kleber's curator insight, March 25, 2014 1:06 PM

We need a set of innovation metrics that measure how capable companies are, so we can separate reputation from capability and help companies focus on areas for improvement.

Ken Cooper's curator insight, April 21, 2014 11:48 AM

Shaughnessy notes that reputation is often the chief measurement of innovative companies. Outputs, like the number of new products or patents, are also easy to measure. He looks to inputs as a key indicator of innovation capability. That is, where the raw material for innovation efforts comes from, and how it is processed into the final product.

 

I like Shaughnessy's emphasis on inputs, because the practice of innovation depends on inputs as the primary sources of innovation opportunity.

Johan Burger's curator insight, September 7, 2014 12:50 AM

Measuring is crucial. If you do not measure, you cannot manage.

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How to Do Business Model Innovation for the Established Firm

How to Do Business Model Innovation for the Established Firm | LQ - Innovation et productivité | Scoop.it
This article provides a systematic framework for helping executives of large, established organizations identify opportunities for business model innovation and organize themselves to pursue these opportunities.

Via Tony Fish
Jean-Guy Frenette's insight:

Many ways to skin a cat !!

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Jean-Guy Frenette's curator insight, March 11, 2014 12:58 PM

Adapting a business model. Ways to look at it!!

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Why Employee Engagement Matters

Why Employee Engagement Matters | LQ - Innovation et productivité | Scoop.it

Via Daniel Watson
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Anthony MARTINS de NOBREGA's curator insight, March 4, 2014 3:33 AM

I totally agree

John Rudkin's curator insight, March 4, 2014 4:53 AM

....and so many businesses don't see it this way. 

Debra Walker's curator insight, March 6, 2014 4:23 PM

I recently read an article that was describing corporate culture as lunch provided everyday & free beer on Friday.  If you take away those superficial connections for an employee - which are merely non cash components of a compensation plan and not a long term contributor to organizational culture - an engaged employee will remain committed to excelling in their role and for the organization.


An unengaged employee will be more impacted by that removal, resulting in connecting with that employee becoming even harder to achieve.


Engagement is multi-layered and more complex than being provided a sandwich so that I can continue to work through what should be a period of refreshment called lunchtime.

Rescooped by Jean-Guy Frenette from Strategy and Competitive Intelligence by Bonnie Hohhof
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The Culture Key … When Too Much Strategy Talk Distracts the Troops

many firms compound strategic problems by spending too much on “strategy”. Does this sound like an organization near you?  Ever more complicated (and supposedly robust) strategic planning activities are used to justify bad decisions or obsolete operating activities. Or, a series of “strategy interventions” take place to find a new pathway to success, only to end up confusing the organization with platitudes and cliches that do little or nothing to help book more sales.


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Rescooped by Philippe Doyon from lean manufacturing
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How to Do a Gemba Walk

A 'how to' outline for executives trying to do an effective Gemba Walk

Via Michel Baudin
Philippe Doyon's insight:

Voici une excellente présentation sur comment BIEN faire une des activités essentielles de tous gestionnaires: la "Gemba Walk"!

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Michel Baudin's curator insight, February 10, 2015 12:21 PM

No disagreement with what Michael Bremer is saying, but I would emphasize observation skills more.

 

One exercise Kei Abe came up with is the bug hunt. You take a team of managers to the floor and give each one 20 red tags. They they have 20 minutes to attach the tags to such "bugs" as frayed cables, devices held with duct tape, puddles of lubricant, misplaced items, etc. They usually have no trouble using all 20 tags.

 

I also ask people to be like the Count in Sesame Street and count people walking, machines not working, etc. These activities have a data collection and validation value in their own right, but they also focus the eyes of participants and make them notice details they would otherwise miss.

Carolina Rojo's curator insight, April 29, 2015 12:59 PM

GEMBA

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3 Ways Leaders Accidentally Undermine Their Teams’ Creativity

3 Ways Leaders Accidentally Undermine Their Teams’ Creativity | LQ - Innovation et productivité | Scoop.it

 

There are a lot of myths and misconceptions about where creativity comes from and how to nurture and grow it in a team. As a result, even well-meaning leaders can end up killing the creativity of a team when they need it most. If your team is in the midst of solving a problem or generating a new product or project idea, you might be killing their creativity without even trying. Here are three of the most common things managers do that have deleterious effects:

.


Via Bonnie Hohhof
Jean-Guy Frenette's insight:

PDGLead

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Catherine PB's curator insight, July 7, 2015 8:39 PM

We are all inherently creative, we've usually suppressed it through early conditioning, and now we need that capability big time for adaptation and evolution in our businesses.  This is important.

Stacey Nash's curator insight, July 8, 2015 10:27 AM

Being a better leader

Ronald Przygodzki's curator insight, July 9, 2015 7:36 AM

Don't trip over yourself. Rather let make the best of other's thoughts. 

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How to Set up a Small Business Blog

How to Set up a Small Business Blog | LQ - Innovation et productivité | Scoop.it

Via Daniel Watson
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Daniel Watson's curator insight, December 4, 2014 2:16 AM


Are you one of those business owners, who accepts that setting up a blog for your business is a good idea, but are unsure of how to effectively get the ball rolling?


Do you understand the benefit of having a blog operating on your website is the resultant direction of more traffic to the site?


Are you an expert in any field of endeavour or someone other business owners look to for guidance or support?


If you had access to a good guide on how to set a a blog for a small business, such as the comprehensive infographic provided in this article, would you bite the bullet and start your own business blog?

José Antônio Carlos - O Professor Pepe's curator insight, December 5, 2014 6:11 AM

Ilustrativo infográfico

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The Most Innovative Companies 2014 Breaking Through Is Hard to Do

The Most Innovative Companies 2014 Breaking Through Is Hard to Do | LQ - Innovation et productivité | Scoop.it

While innovation continues to be a top-three priority for three-quarters of the companies in BCG’s 2014 global innovation survey, fewer executives are confident in their organizations’ innovation skills. Innovation is hard. Breakthrough innovation is harder. What sets breakthrough innovators apart? And who are the most innovative companies of 2014? The following articles tell the story.


Via The Learning Factor
Jean-Guy Frenette's insight:

Sans leadership du PDG: pas d'innovation!

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The Learning Factor's curator insight, October 29, 2014 5:08 PM

2014's 50 most innovative companies

John Ludike's curator insight, October 30, 2014 3:52 AM

Would be helpful if in addition to corporate culture strategic value innovation could be elvated to organisational capability as means to differentiate itslef in market place.

BILL ROSS's curator insight, October 30, 2014 12:21 PM

You have to see this awesome video and see how this completely FREE system  will work for you like it did for me.

 

http://www.foryoursuccessonline101.com/

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6 Ways to Kill Your Employee's Productivity

6 Ways to Kill Your Employee's Productivity | LQ - Innovation et productivité | Scoop.it
Wondering how to improve your team's employee engagement and productivity at work? An engaged, productive workforce is the lifeblood of company success. But sometimes leaders take the wrong approach and end up harming their workforce culture instead ...

Via Anne Leong
Jean-Guy Frenette's insight:

Leadership et productivité.

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Mazaaki Imai discusses the early history of Lean - 40 mins | Gemba Academy

Mazaaki Imai discusses the early history of Lean - 40 mins | Gemba Academy | LQ - Innovation et productivité | Scoop.it

Ron Pereira sits down for more than 40 minutes and talks with Mr. Masaaki Imai who is known the world over as the original “Lean Guru” and the father of Continuous Improvement. Mr. Imai has been a pioneer and leader in spreading the kaizen philosophy all over the world. His firsthand account of the history of lean based on his close associations and travels with such legendary giants as Shoichiro Toyoda and Taichi Ohno...


Via Philip Marris
Jean-Guy Frenette's insight:

Un guru à connaître!

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A DEFINITION OF LEAN

Maybe it's time for a better definition of "Lean." Here's one for you to consider and build on.

Via Michel Baudin
Philippe Doyon's insight:

Voici la définition du LEAN de Mike Rother.

Il est, à mon avis, l'auteur du meilleur livre sur le Lean Management: Toyota Kata, Managing People for Improvement, Adaptiveness, and Superior Results.

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Michel Baudin's curator insight, March 18, 2014 3:59 PM

The proposal is "Lean is the permanent struggle to flow value to one customer." 

 

"Permanent struggle" is fine, but I prefer "pursuit." It means the same thing but it is shorter and "pursuit of happiness" sounds better than "permanent struggle for happiness."

 

On the other hand, I have a problem with "flow value," which I see as the sort of vague abstraction that would prompt Mike Harrison to ask whether it come in bottles. It is exactly what Dan Heath is warning against in the video included in the slideshare. 

 

I also have a problem with the exclusive focus on customers, which I see as Business 101 rather than Lean. Lean includes many features like heijunka, that are intended to make life easier for suppliers and are transparent to customers. Going Lean means looking after all the stakeholders of the business, not just its customers.

 

This is why I define it instead as the pursuit of concurrent improvement in all dimensions of manufacturing performance through projects that affect both the production shop floor and support activities. 

 

Yes, I know, it is specific to manufacturing, but that is not my problem. 

 

 

 

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We Only Need Innovation on Two Occasions

We Only Need Innovation on Two Occasions | LQ - Innovation et productivité | Scoop.it

An innovation quip.


Via Tony Fish
Jean-Guy Frenette's insight:

Scoop for CEO/PDG

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The Ten Accelerators of Lean Six Sigma Results by Terence T. Burton

The Ten Accelerators of Lean Six Sigma Results by Terence T. Burton | LQ - Innovation et productivité | Scoop.it
The Ten Accelerators of Lean Six Sigma Results by Terence T. Burton - There are more global opportunities for improvement and competitive success now than at any other time in history, says Terence T.

Via Steven Bonacorsi
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Philip Marris's curator insight, March 18, 2014 3:38 AM

A good article about how to drive continuos improvement in today's environment.

"There are two certainties about waste. First, waste is dynamic and everywhere and the growth rate of waste is proportional to executive behaviors and strategic choices about improvement.  As the world accelerates, so too must the “process of improvement.”  Second, when waste is left unattended, it spreads like a cancer through organizations. When people have the perception that improvement is not a priority and follow suit with reactionary behaviors, ..."

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Chez Lego, 150 000 personnes sont en charge de l'innovation

Chez Lego, 150 000 personnes sont en charge de l'innovation | LQ - Innovation et productivité | Scoop.it

Aujourd’hui, les forces vives de l’innovation chez Lego, ce ne sont plus seulement les 164 designers basés soit au siège de la firme, à Billund, au Danemark, soit à Munich, Los Angeles ou Tokyo pour y surveiller les tendances émergentes. C’est surtout une équipe spectaculaire de plus de 150000 personnes appartenant à 200 « groupes d’utilisateurs Lego » et autres « AFOL » (adults fans of Lego) répartis dans une trentaine de pays, impliqués dans une logique active  de co-création et dont les suggestions sont régulièrement intégrées aux nouvelles gammes. Un formidable réservoir de talentueux bénévoles, avec qui le groupe entretient des liens étroits via le programme Lego Ambassador, lancé en 2005, et qui lui permet de se montrer fidèle à sa maxime « only the best is good enough ».

 

Une vraie devise de perfectionniste, parfaite pour des ingénieurs, fussent-ils en herbe. A condition qu’ils ne laissent pas pour autant de côté leur créativité et répondent à cette autre injonction dont la marque tire son nom : jouez bien ! En danois : leg godt !


Via Denis Pennel
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Empower Innovation with Millennials

Empower Innovation with Millennials | LQ - Innovation et productivité | Scoop.it
Empower innovation with Millennials requires open, conscious leadership. Leaders need to engage Millennials now so their business can thrive.

Via Anne Leong
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6 key elements in effective innovation governance - Trends in the Living Networks

6 key elements in effective innovation governance - Trends in the Living Networks | LQ - Innovation et productivité | Scoop.it

Earlier this week I ran a two-day workshop in Bali for the Malaysian Directors Academy on The Innovation Zone: Unleashing The Mindset.


Via Tony Fish
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