How were these and other major feats accomplished so quickly? And what lessons do they hold for managers looking to deliver fast today?
Strategic planning is hard, but everyone thinks they can do it themselves.
A story for leaders of all levels.
Even top executives consistently make this mistake when sending e-mail.
From Sigmund Freud to Jimi Hendrix to Stephen King, some of the greatest minds have resorted to extreme measures to unleash their creativity and push the limits of innovation. But think of your company’s management team—do you feel that same commitment to ground-breaking innovation?
As part of a market research initiative my team recently interviewed a group of software executives and mid-level managers. We asked them questions about product management, scheduling, budgeting, etc. and they gave us typical answers. But when I asked the question, “How do you promote innovation?”, I got a lot of blank stares.
Despite companies across the nation espousing the need for innovation and creativity, in the software industry, “creative types” are usually relegated to specific areas like UI design (the one area in fact, where there is a stronger need for rigorous analysis than creativity). Creativity in process and management is not often a top consideration.
But management teams don’t have to break out mind-altering drugs in order to bring their organizations to the next level. A simple commitment to innovation will go a long way—a 3-step process I've labeled LSD (an acronym I hope you'll remember):