Avoiding failure in the innovation lifecycle | What takeaways should leaders gain from the pandemic? | When pandemic fear crowds out merger anticipation
May 8, 2020
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New ideas and products often fail because the one-dimensional process behind them is insufficient, according to John Carter. "The trio of funding, governance and process together make a complete system for growing superb, innovative products, processes and services," he writes.
Full Story: InnovationManagement (Sweden) (5/7) 
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Change Management That Works
There are eight major lessons leaders can learn from the pandemic, including the need to be empathetic rather than silent, Jason Nazar writes. He advises leaders to "[u]se this [crisis] as an opportunity to realign your mission, vision, or values with employee happiness and morale."
Full Story: Fast Company online (5/8) 
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CEO Aron Ain of Kronos and Ultimate Software says the biggest lesson he learned when the pandemic overshadowed the excitement of the companies' April 1 merger was the importance of focusing on the needs of employees and their families. "[T]he opportunity for inspired leadership has never been more in demand," he writes.
Full Story: LinkedIn (5/4) 
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People - Planet - Profitability
Unilever has learned emphasizing sustainability is good for business with brands in its Sustainable Living division -- such as Dove, Persil, Lipton and Hellman's -- increasing sales faster than its other brands in 2018, said CEO Alan Jope. "Globalization and capitalism are good for a business like ours, but globalization and capitalism at the expense of people and the planet are not," he added.
Full Story: Edie (UK) (free registration) (5/6) 
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On Wednesday, we discussed how some skills learned by playing board games, such as assessing a situation quickly, can translate to change management. Which game draws the best parallel?
Going Digital
Talent drives digital transformation more than technology
Employee skills and hunger to learn are more important to long-term business success than technology, advise Becky Frankiewicz and Tomas Chamorro-Premuzic. "Technical competence is temporary, but intellectual curiosity must be permanent," they write.
Full Story: Harvard Business Review online (tiered subscription model) (5/6) 
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Businesses must use metrics in a comprehensive way that takes into account the business model and solution validation, according to the Industrial Internet Consortium paper. In addition, the paper says, digital transformation efforts must focus on seven areas of business value, including governance and user experience.
Full Story: TechRepublic (5/7) 
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I dressed and went for a walk -- determined not to return until I took in what Nature had to offer.
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This content is sponsored by Philip Morris International but is subject to the sole and exclusive editorial control of SmartBrief. Therefore, the views expressed do not represent the views of Philip Morris International.
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