Inhalt bis Folie 127 Flashcards
Nenne die vier essentiellen Bestandteile von Leadership
Visioning, Negotiating&Relating, Inventing, Sensemaking&Landscaping
Nenne mind. vier Tipps für effektives Landscaping & Sensemaking
Nutze viele verschiedene Datenquellen, Finanzdaten, sowie Meinungen von Angestellten und Kunden. Nutze Cumputerresearch mit persönlichen Interviews
Involviere andere Personen, denn durch Interaktion kann dein eigenes mentales Modell sich besser entwickeln
Denke über Stereotypen hinaus hinweg, versuche jede Nuance der Situation zu verstehen
Sei sensibel und höre auch die, die nah am Kunden und an den aktuellen Trends stehen.
Nutze nicht einfach eine überarbeitete, existierendes framework, lass es durch die Einflüsse des Verstehens der Situation entstehen.
Packe die aufkommende Situation ein ein neues framework und nutze Bilder und Metaphern um die neue Situation zu verdeutlichen.
Nutze Experimente, wenn du nicht verstehst wie ein System funktionier und probieren etwas neues.
Die selbst erschaffene Umwelt kann dich einschränken, sei dir dem bewusst.
Nenne die Charakteristika einer stimmigen Vision
Imaginable (Vorstellbar)
Conveys a picture of what the future will look like.
Desirable (Wünschenswert)
Appeals to the long-term interest.
Feasible (Möglich)
Comprises realistic, attainable goals.
Focused (Fokussiert)
Is clear enough to provide guidance in decision making.
Flexible (Flexibel)
Allows adjustments to changing conditions.
Communicable (Kommunizierbar)
Easy to communicate and easy to understand.
Nenne die sechs Tipps für effektives Visioning
1 Develop a vision about something that excites you or that you think is important.
2 Frame the vision with an ideological goal
3 Use stories, metaphors, and analogies to paint a vivid picture of what the vision will accomplish
4 Practice creating a vision in many arenas.
5 Enable others by pointing out that their skills and capabilities are needed to realize the vision
6 Embody the key values and ideas of the vision
Nenne die 4 Skills eines raffinierten / anspruchsvollen (sophisticated) Verhandelnden (negotiator)
Rationality
Emotion awareness
People knowledge
Understanding of systems
Nenne die 3 zentralen Fähigkeiten eines Verhandelnden
Relating centers especially on the ability to engage in ….
Inquiry:
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Inquiry means the ability to listen and understand what others are thinking and feeling.
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Inquiry involves trying to understand how the other person has moved from data to interpretation to assessment –rather then simply reacting to the assessment itself.
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Inquiry requires the leader to suspend judgment and to listen without imposing her own point of view.
Advocacy:
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Advocacy means being clear about what you think and how you moved from data to interpretation.
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Advocacy involves being clear about you own point of view and trying to influence others of its benefits while also being open to alternative views (Pfeffer, 1992).
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Advocacy also means taking responsibility for your own biases and leaps to judgment.
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Advocacy includes also the ability to say sorry for own mistakes.
Connecting:
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Connecting involves cultivating a set of people who can help each other to accomplish their goals.
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It is the ability to build collaborative relationships with others and to create coalitions for change.
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Connecting is based on reciprocity.
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To examine your ability at connecting you might ask yourself whether you can ask someone for information, support, and help in your personal and professional life.
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At the same time, it is important to ask yourself whether others are approaching you for information, support, and help in their personal and professional life and to what extent you have provided this in the past to others.
Nenne Tipps für effektives Verhandeln
1.
Spend time trying to understand the perspective of others within the organization and try to withhold judgment while listening to others.
- Encourage others to voice their opinions, their views and their point of view.
- Be clear about what your stand is and how you got there.
- When you have an idea, think about how others might react to it and how you might best explain it to them.
- Think about your connections. Think through how you can strengthen these relationships and build new ones.
Nenne Tipps für effektives Inventing
- Maintain focus on improving the ways that people are working together inyour team and organization.
- When a new task or change effort emerges, think through how it willget done: who will do what, by when, in what configuration. Considerthat new things are needed to enable this action.
- Play with new and different ways of organizing work –examine alternativeways of grouping people together, organizing their internal interactions, and linking across different groups.
- Blend sensemaking and inventing. As new issues are discovered, use this knowledgeas an opportunity to improve service to customers, suppliers, and employees.
Beschreibe kurz das Closed Innovation Model
• Plus das runde Bild
In closed innovation, a company generates, develops and commercialise its own ideas.
•The philosophy of self-reliance dominates the R&D operations.
Beschreibe kurz das Open Innovation Model
• Plus das runde Bild
In the new model of open innovation, a company commercialises both own ideas as well as innovations from other firms and seek ways to bring its in-house ideas to market by developing pathways outside its current businesses.
•The boundary between the company and its surrounding environment is porous (represented by a dashed line), enabling innovations to move more easily between the two.
Nenne Trigger für Detecting Entrepreneurial Innovation
Sending out scouts
•Dispatch idea hunters to track down new innovation triggers
Exploring multiple futures
•Use futures techniques to explore alternative possible futures; and develop innovation options from that
Using the web
•Harness the power of the web, through online communities; and virtual worlds
Working with active users
•Team up with users to see the ways in which they change or develop existing offerings
Deep diving
•Study what people actually do, rather than what they say they do
Probe and learn
•Use prototyping as mechanism to explore emergent phenomena and act as boundary object to bring key stakeholders into the innovation process.
Experimenting
Mobilise mainstream
•Bring mainstream actors into the product and service development process
Corporate venturing
Corporate entrepreneurship and intrapreneuring
Use brokers and bridges
•Cast the ideas net far and wide and connect with other industries
Deliberate diversity
•Create diverse teams and a diverse workforce
Idea generators
•Use creativity tools
Beschreibe kurz den Knowledge Push
- Innovation is the result of scientific research.
- Conducted by academic research institutes and research laboratories of modern large corporations (e.g. Bell Labs, Siemens, Bayer, BASF, Philips, Sony).
- Much of the exploration is focused on elaborating and stretching trajectories.
- Often a mixture of occasional breakthroughs followed by extensive elaboration.
- Knowledge push creates a field of possibilities, but needs to be accompanied by some form of demand.
- Examples of knowledge-push innovations: Nylon, mircowave, antibiotics, radar, Viagra, Tesastrips
Beschreibe kurz den Need Pull
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Complementary to knowledge push
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“Necessity is the Mother of invention”
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Innovation is often a response to real perceived need for change
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Especially important at mature stages in industry or product life cycles
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Bandwagon effect supports need pull innovations
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Example: Pampers (Vic Mills, Procter & Gamble)
•Need pull innovations are often driver of process innovations within organizations
•Need pull can be based in consumer and social needs
•Needs can distinguish among customer groups
Beschreibe kurz die Bottom of the pyramid Problematik
80% der Weltbevölkerung lebt unter der Armutsgrenze, diese untere Stufe der Pyramide wird von großen Unternehmen oft ignoriert. Diese Menschen müssen teilweise ein Poverty Premium zahlen, da Waren unfair verteilt sind und es wenig Konkurrenz gibt. –> Aber irgendwie ist trotzdem das meiste in ärmeren Bezirken günstiger
Nenne Falschannahmen zur Bottom Of The Pyramid
Wrong assumptions:
•The poor have no purchasing power and do not represent a viable market
•The poor are not brand-conscious
•The poor are hard to reach
•The poor are unable to use and not interested in advanced technology
