The Success Equation That Results in Social Era Innovation
Management experts, marketplace results, and thorough research all proves that people are central to what we produce today and how well we can produce results.
But we continue to talk about people like cogs and numbers and inputs and outputs. The cost of that is that we’re missing how to harness the power of people in our businesses. We need to recognize the need for both performance-based decision-making and people-based decision making. The former creates efficiencies and propels markets; the latter drives creativity and innovation. Both are important to the health of an organization, and to growth, and to viability. Yet given the current focus on performance-based data, how might we bridge the gap?
Maybe, as a start, we ought to describe peopley stuff in more economic language, by putting it in some context that will help our CFO and engineering friends better understand how things relate to one another.
Here is a proposal for a bridge-the-gap model:
S(uccess) = P(urpose)T(alent)C(ulture)
Or: S = (PT)C
This is a big lesson about what really matters. There used to be a time when the size of an organization was incredibly important for an idea to scale. This does not apply to most companies in the social era. We all should be more like gazelles, leaping from opportunity to opportunity – rather than gorillas in spandex, trying to act and fake our way to being quick and lean. Success, among many things, is about getting other people to be as excited as you are, to share the same passion – and to act as one.
What You’ll Learn
What is the key velocity factor for how companies outpace everyone else?
Why purpose motivates in a way that money does not.
Learn why the term “asking people to play” changes who and how people innovate.
Broad business audiences who want a better framework for thinking of “the soft stuff” of people so they can translate it to business performance.