3m

Why getting in touch with your ‘feminine side’ is good for business

 

for Ken

 

Originally published on July 5, 2016 as a Guest Column in The Globe and Mail: http://www.theglobeandmail.com/report-on-business/small-business/sb-managing/why-getting-in-touch-with-your-feminine-side-is-good-for-business/article30675493/

Sorry, men. But it looks like we are going to have to work a lot harder if we want to be successful in this new age of entrepreneurship. As the voice of the customer speaks louder and louder in the marketplace, the sound of “male authority” in choosing and driving opportunities to market seems likely to give way to better observing and listening skills.

Case in point: I sit on the Conference Board of Canada’s Council for Innovation and Commercialization. When we meet each quarter for two days of innovation talk and learning, we invite an entrepreneur into the room, to listen and learn alongside us, and also to share his or her inspiring story.

Just last month, when we were being hosted by 3M Co. at its Innovation Center in St. Paul, Minn., we were captivated by the passion and energy of Alicia Woods, chief executive officer and creator of Covergalls Inc., from Sudbury, Ont.

You may recognize Ms. Woods’s name and story from Dragons’ Den. Designing and selling coveralls that suit women’s needs and physiques, Covergalls began by serving the mining industry. In no time, Ms. Woods’s understanding that women had different needs – and tastes – from men led her into other products, from bibs and shirts to gloves and tuques. Now, her firm has also moved into forestry, energy, construction and manufacturing – and even ergonomic men’s workwear.

The first time Ms. Woods appeared on Dragons’ Den, in the fall of 2014, she slayed all five dragons – and secured a $75,000 deal from three of them (although two later dropped out during the due-diligence process). Two subsequent appearances on the show chronicled her company’s continuing growth and probably made the reluctant dragons regret their failure to ante up.

Ms. Woods similarly won over the Conference Board’s innovation experts. Picture the scenario: We were at 3M, one of the world’s consistently most successful and innovative corporations. Its innovation centre offers high-tech interactive presentations that both demonstrate 3M’s history of breakthrough products and promote the benefits of partnering with the company’s scientists and innovators.

So why did we find Ms. Woods’s presentation so compelling? She demonstrated the power of simple, observation-based innovation. You don’t need technology and science to create breakthrough innovations – just the vision to see a gap in the marketplace and the determination to keep iterating until you find a winning solution.

In short, she demonstrated three of the most important qualities of the modern entrepreneur: insight, passion and empathy.

* Insight, the ability to clearly understand a situation or opportunity, is paramount. Every marketplace is crowded. A great entrepreneur looks for the cracks and crevices where opportunity is hiding, where the goliaths of industry either missed the signals or were too encumbered by process and bureaucracy to respond. The humiliation of having to wear men’s coveralls in an underground mine – unsafe because of the lumpy fit, and poorly equipped for bathroom breaks – didn’t just make Ms. Woods angry. It opened up a world of opportunity.

* Passion, of course, is the hallmark of every successful entrepreneur. It’s why you so often hear investors, such as those on Dragons’ Den, talk about investing in the person, not the company. If you are not totally engaged in your venture and ready to push through every obstacle, then the long, winding road to success will probably end in a massive sinkhole.

* Empathy is the ability to understand other people’s feelings and needs. To me, the old cliché, “I feel your pain,” is the X-factor for business success today. And as psychologist Dan Goleman, author of Emotional Intelligence, noted in a Psychology Today article, “Women tend to be better at emotional empathy than men.”

Empathy is foundational to both innovation and entrepreneurship. To find opportunities, we have to be looking with our ears and listening with our hearts. I disagree with the critics who play down market research by saying customers don’t know what they want until we give it to them. Clients may not know how to create the actual product or solution that will ease their pain points, but they are certainly the best equipped to articulate their challenges – for anyone who is willing to listen.

People who are highly attuned to the voice of customers, through emotional empathy, will feel their pain best and are most likely to solve their problem first.

Note to the guys: Instead of scoffing the next time you’re told to get in touch with your “feminine side,” it’s time to take it to the bank. If, that is, you want to remain relevant in this age of empathetic opportunity and emotion-driven entrepreneurship.

 

 

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What do eBay, Coke, Proctor & Gamble, GE, Whirlpool and 3M have in Common?

04_11_14_NYInnovation

Recently these companies, and others, participated in the Unleashing Innovation Summit in NYC which I had the pleasure of attending.  There were organizations from around the globe that came together to focus on innovation with an emphasis on people and culture.  It was great to see innovation thought leaders discussing this very critical issue and have them reinforce what I have believed and practiced for over 15 years.  There was lots of sharing of experience on what worked and what didn’t when adopting an innovation focused culture.

So What’s Working…

From the group of participants it appears that companies are doing a good job at identifying the opportunities to address and are managing through the process of innovation rather well.  In their approach, large companies are striving to emulate small company’s entrepreneurism.  Companies are forming non-traditional partnerships and looking within their organization to their employees for solutions to improve the customer experience.  As an example we heard first hand about the success and challenges overcome in the design and launch of Coke Freestyle.  From the experience I have had leading change initiatives, leaders traditionally find the process improvement portion to be the easier part, mastering it more quickly.  This appears to hold true in the evolution of the adoption of innovation.

Today’s Challenges…

From case studies, fireside chats and storytelling we learned that the challenge of ingraining innovation into the culture was a difficult one facing many companies.  Also, the majority of companies are still grappling with the vulnerability of risk.  While we all understand the benefits of “fail, fail fast and fail often” it is still difficult to successfully make that part of an organization’s culture.  A culture where employees are not punished for making mistakes appears to still be a rarity.  Some of the successful cultural initiatives to overcome this we heard about included Innovation Day at United Health Group, Viz Kitchen from eBay and the BASF Cultural Ambassador program as forums to involve employees and even in some cases customers in the innovation process.

As a change leader I’ve found that fully delivering a cultural change takes effort and time.  The effort put forth in ensuring all of the moving parts align can be daunting but pays big dividends.  And affording the needed time to not only do it right the first time but in allowing employees to adapt and adjust is not something you can fast forward through – there just aren’t any short cuts to quality change.

The Future…

For me, the signs are clearer now than ever.  Organizations are looking within for ways to better delight customers, engage employees and impact their bottom line.  For companies wanting to do this through innovation the biggest challenge appears to be fostering a culture of innovation.  For us innovative change agents, our time has come!

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Why it’s time to build your own Google lab of wild ideas

Originally published on September 18, 2013 as a Guest Column in The Globe and Mail.

google

I was sitting in the audience of IdeaCity, when tech entrepreneur Naveen Jain made the point that if you want to find a really big idea, you should start by finding a really big problem.

Sounds obvious, right? But the founder of InfoSpace (now Blucora), Intelius and Moon Express went on to say that the big hurdle in finding those big ideas is that people have to re-learn how they see things. Traditionally, we look for opportunities in things –– products, services, supply chains or business models – that we see as broken and in need of fixing. But as Jain pointed out, this doesn’t work any more because “usually things aren’t broken, they’re simply obsolete.”

This is a powerful concept. In today’s business world, it’s rarely obvious when products or systems are broken. But they may be obsolete. The horse is still a viable means of transportation, and film-based cameras can still take great photographs, but economically, both are dead ends. Similarly, how long did newspaper publishers remain blind and deaf to the digital advertising revolution? And how much longer can department stores and the automobile industry ignore their own ‘best before’ date?

Mr. Jain’s insight should be a kick in the pants to those clinging to the old notion, “if it ain’t broke, don’t fix it.” This is a wake-up call to all of us in business today, from solopreneurs to Fortune 500 executives.

Today, existing products, processes and services shouldn’t be revisited because they’re broken; they should be reviewed, criticized and redesigned because technology and competitive forces have put them on the road to obsolescence.

As an entrepreneur and innovation catalyst, I’m always prodding my clients to look for the next, logical opportunity to bring to market or new processes to explore. Every company today must build a business, if not a business model, that embraces, encourages and promotes a rigorous approach to recognizing new market realities.

Don’t take my word for it. The need for proactive innovation was identified in a 2011 Harvard Business Review interview with Columbia professor Rita Gunther McGrath, who referred to “the increasing speed of everything,” and the emerging notion of inter-industry competition and disruption.

“Competition is coming from unexpected places,” McGrath said. “Who could have anticipated that the iPad’s success would put all kinds of display devices – like electronic photo frames – out of business?”

If you’re counting on entrepreneurial energy to drive your business forward, don’t just look to the top. Innovation depends on engagement and inclusiveness. It requires the executive suite working with middle management and valuing input from the lower ranks, which are usually the most customer-facing. The best innovators also create channels for learning directly from their customers – and yes, they value criticism. Innovation often comes from small teams that tend to work against the company culture rather than with its blessing.

Disruption is upon us, whether we like it or not. A New York Times article described “Google’s Lab of Wildest Dreams.” The story noted, “in an undisclosed Bay Area location where robots run free, the future is being imagined … It’s a place where your refrigerator could be connected to the Internet, so it could order groceries when they ran low. Your dinner plate could post to a social network what you’re eating … These are just a few of the dreams being chased at Google X, the clandestine lab where Google is tackling a list of 100 shoot-for-the-stars ideas.“

More conventional innovators are also gearing up. 3M says it has Innovation Centers of Technical Excellence in over 30 countries. “Through dynamic displays and interactive, hands-on demonstrations, customers come to our innovation centers to collaborate with 3M experts and explore creative solutions to help their businesses grow and succeed.” I was surprised to learn, through 3M’s Twitter feed, that the company introduces more than 500 new products each year .

While most entrepreneurs and managers can’t all afford the Google X dream, or even a single innovation centre, we can still tap the resources that we have, and they are not insignificant.

Begin by transforming your regular sales and marketing meetings into business development meetings by including innovation on every agenda. Think big, think different and think customer. Don’t limit yourself.

The first step is to task all team members to bring in new ideas – exciting things they see happening both within your marketplace and in other industries. Encourage everyone to attend business conferences, seminars, workshops, and peer groups, and to listen more closely (and more often) to customers in order to increase idea flow and generation. This step keeps new ideas and opportunities on the front burner every week, rather than relegate them to the old once-a-year corporate retreat.

The second step is to identify the ideas that your team believes have merit and to assign each project a leader or, as I prefer to call it, an ‘opportunity champion.’ Have them approach the opportunity with the same rigour you would any traditional project: present status reports and solicit input from the group. This helps you keep track of ideas and live projects, and also builds a more engaged team – there’s nothing quite as motivating as involvement and feedback to let people know that their voices are being heard and their ideas implemented.

And don’t be afraid to bring in some of your customers for a show-and-tell, as 3M does. Customers are the people who buy what you sell. Their vote actually counts the most in the room.

In 2011, I wrote a column for The Globe & Mail entitled, “Make yourself obsolete, or someone else will.“ Today that article should probably be titled, “You’re already obsolete. What are you waiting for?”

Ken Tencer, CEO of Spyder Works Inc. , is a branding and innovation thought leader who helps organizations reimagine their futures. His second co-authoured book on innovation, Cause a Disturbance ( www.causeadisturbance.com ), is due to be released Fall 2013.

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