Monday, November 22, 2021

g-f(2)675 THE BIG PICTURE OF THE DIGITAL AGE (11/22/2021), HBR, Drive Innovation with Better Decision-Making

ULTRA-condensed knowledge

"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital ageDigital Transformation, Full Pack Golden Knowledge Container (11/22/2021)  g-f(2)426 


Drive Innovation with Better Decision-Making

      • Established companies tend to make innovation decisions on a fixed schedule, through quarterly or annual reviews at which senior teams step back, assess past plans, and make new ones. But in agile companies, innovation is based on discovery-driven learning. With each experiment, data and insights emerge that should be taken into consideration in setting up the next one. Leaders must encourage decisions to be made at a pace aligned with the learning cycle.
      • Leadership Matters
        • Organizations and teams must adopt new behaviors to make informed decisions more quickly, but managers need to change, too. Too many leaders act unilaterally, swooping in to save the day with the “right” answers—especially during a crisis. But when innovation is called for, leaders need to create environments in which their people can find answers on their own. It takes courage and practice to step back and let others make decisions and especially to avoid taking the bait when teams naturally try to delegate up the chain. But until you adopt this new way of working yourself, your organization will never be as innovative as it could be.

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      Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School. She is author of Becoming a Manager and coauthor of Being the Boss and Collective Genius.

      Emily Tedards is a research associate at Harvard Business School.

      Taran Swan is a managing partner at Paradox Strategies, a provider and creator of advisory services, experiences, and tools that enable organizations to navigate the paradoxes of leadership, innovation, and diversity.

      Extra-condensed knowledge

      Lessons learned, HBR 

      • To gauge the right cadence for your meetings, think about how long it will take to gather enough data to validate (or disprove) your hypotheses. If you’re learning quickly or confronting rapid change, you may need to make decisions more frequently. During the pandemic, for example, most leadership teams at companies we observed naturally increased the cadence of meetings. Given the unfolding nature of the crisis, every decision had to be considered a “working hypothesis,” so they opted for short sessions daily over longer ones every few weeks. Many told us they hope to stick with the new, faster rhythm even after the pandemic is over.

        Condensed knowledge

        Lessons learned, HBR 

        • We’ve spent almost two decades studying leaders at highly innovative organizations and, more recently, incumbent firms that are on their way to becoming innovation powerhouses. When we looked closely at 65 of the companies that were on the journey to becoming more nimble, we found that the more successful ones were applying many agile and lean principles to decision-making itself. In this article we’ll show what that means: including diverse perspectives, clarifying decision rights, matching the cadence of decision-making to the pace of learning, and encouraging candid, healthy conflict in service of a better experience for the end customer.
          • Diverse Perspectives. Research has long shown that diverse teams are better at identifying opportunities and risks in any problem-solving situation.
          • Clear Decision Rights. As they recognize the need to bring together many points of view, a lot of organizations are relying more on decentralized networks of cross-functional teams, both permanent and ad hoc, to increase their agility.
          • The Right Cadence. Established companies tend to make innovation decisions on a fixed schedule, through quarterly or annual reviews at which senior teams step back, assess past plans, and make new ones.
          • Good Fights. Inviting diverse sets of participants to well-timed decision-making forums doesn’t automatically lead to the thorough vetting of ideas. This is where so many organizations get stuck: They fail to create a competitive marketplace of ideas, where genuine debate increases the odds that risks are identified and the most-promising projects are pursued.
          • Ask questions. Leaders need to avoid shutting down the conversation with solutions from the outset. Instead, they should be transparent about what they don’t know.
          • Focus on the data. Data can provide a solid foundation for productive debate. Team members who have the same data visualizations in front of them are likelier to develop a shared understanding of problems—common ground on which they can add their unique perspectives. 
          • Articulate a shared purpose. Aligning the whole organization around a common, meaningful purpose (why we exist and whom we serve) gives people permission to fight about new ideas, because they all agree about what they’re fighting for. Ideally the purpose will serve as a framework that ensures that decisions benefit the end user or customer.

        Some relevant characteristics of this "genioux fact"

        • Category 2: The Big Picture of the Digital Age
        • [genioux fact deduced or extracted from HBR]
        • This is a “genioux fact fast solution.”
        • Tag Opportunities those travelling at high speed on GKPath
        • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
        • Type of validity of the "genioux fact". 

          • Inherited from sources + Supported by the knowledge of one or more experts.


        “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)675, Fernando Machuca, November 22, 2021, Corporation.


        PhD with awarded honors in computer science in France

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