If we can get just 1% better every day, over time, the results will be tremendous. Compounded over one hundred, a one-percent increase in productivity works out to a 270% productivity gains after 100 days. Cumulatively, this works out to about 14 hours of total time gained in 100 days. Are you up for the challenge? And if you're at all in doubt, watch the video below. Amazing. According to the Edelman report, 53% of Canadians say that the pace of change is too fast. And 48% say that globalization is taking us in the wrong direction.
So what's a company to do? What's the "job to be done" here? Although the pace is frenetic, a person or a company must simplify by singletasking and saying "no" to anything that's not aligned with its vision. "If everything's a priority, then nothing's a priority." By scaling and focusing downward to the smallest sustainable market, a company can innovate rapidly within that market. From the outside, it would seem that the pace is frantic, but inside progress will be steady and the pace will be calm.
Here's something we've been working on. It's not complete yet, but we thought it should be shared. We'd really appreciate your feedback and comments.
We really hate the term bottom-up when it's used to describe an organization chart. We much prefer the term "foundation". Have you heard of the Dilbert principle? It's when people get promoted one level beyond their competency and get stuck in middle-management purgatory. Here's the reality. Innovators and early adopters are everywhere. While it's true they're about 16% of the population, we think they are over-represented at the so-called bottom of the org chart (worker). And therefore underrepresented at the top of the org chart (management). Toyota was on to this, with their Toyota Production System. Toyota genuinely recognized every employee, regardless of their title, as a knowledge worker who was an expert in their job. "... innovation, almost by definition, has to be decentralized, ad hoc, autonomous, specific and micro-economic. It had better start small, tentative, flexible. Indeed, the opportunities for innovation are found, on the whole, only way down and close to events. They are not to be found in the massive aggregates with which the planner deals of necessity, but in the deviations therefrom..." - Peter F Drucker,
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