The Personal and Organizational Mindset of Innovation
summary
Research claims only 2–3% of companies and employees truly welcome innovation; concrete examples support it: Zara’s ultra‑fast supply chain and deliberate short product life (about 4–6 washes), Amazon repurposing idle servers into an infrastructure‑as‑a‑service prototype (early AWS) and a recommender system privacy failure, Toyota/Mazda using long‑horizon prototypes, and Thomas Cook failing to embrace online markets. Recommended practices are explicit: run many small experiments, split teams for long vs short horizons, reprioritize daily, accept frequent failures, and avoid long maintenance pauses.
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chapters (17)
- 0:00Introduction
- 1:23Agenda
- 3:31Innovation
- 4:54About me
- 6:30The approach for innovation
- 14:53Toyota example
- 18:10How many people are ready for innovation
- 20:43Be efficient
- 21:35Retain inside in focus
- 24:23Embrace disruption
- 24:58Renewal model
- 25:55Invite the challenge
- 27:05Radical can do mind set
- 27:33Build a mission
- 28:43Redefine your focus
- 31:33Accept failures
- 33:32Summary
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