Today is the last day of the Ryder Cup 2014, and the score is 10-6 (see update below for the final score). We have been here before. In the past, this score has been overturned on the last day twice (in fact, every time, see footnote).
Each sport has its super-events which evoke significantly more emotional energy than other events, often inspired by national rivalries. Cricket has The Ashes, golf has the Ryder Cup (see footnote) for men and the Solheim Cup for women, and there are many super-events in other sports. However, the Ryder Cup, unlike the vast majority of professional golf tournaments, is a team event. This raises the question of how their performance depends on collaborative behaviour within the team.
Game or business
During the BBC commentary on this event, Nicolas Colsaerts was asked about the two sides and the differences between the approach to the game on the two continents. Continue reading
Making sense of the field of innovation is not simple. This is partly because of the range of aspects of innovation that are frequently discussed.
In this interview with Brightidea, the leading provider of innovation management systems, Keith McConnell, of Sara Lee, makes a distinction between innovation and “continuous improvement” in the first 25 seconds, when he says:
“My role is in continuous improvement. And my job is to actually improve the innovation process. So it is both continuous improvement as well as innovation.”
Keith McConnell [Sara Lee] from Brightidea on Vimeo.
Today (13 March 2014), during #innochat, this interesting aspect of innovation is proposed as the starting point for a discussion of the relationship between innovation and kaizen, which is often described as the pursuit of “continuous improvement“. The discussion will be led by our guest Elli St.George Godfrey (@3keyscoach). Continue reading
Some things still work
(and some things don’t work any longer)
Some things work now
(and some things don’t work yet)
It was with great sadness that I learned of the recent death of Gordon Edge. These are some of my memories of a great technology innovator and business leader.
For a period of almost three years, during the 1980s, I was privileged to work at PA Technology, near Cambridge. This was a great place to be and formed part of what became known as the “Cambridge Phenomenon”.
Populated by a bunch of bright mavericks, it was led by its founder and chief maverick, Gordon Edge. Dressed immaculately, he spoke quietly, using few words, and what words!
Selling innovative products
If you are selling something, then you want people to buy it, but how? The challenge is greater if your product is more innovative. But maybe other innovations can come to the rescue.
Resistance from existing distributors
For Tesla, the electric car manufacturer which is shaking up the motor industry, Texas is different. Tesla believe that existing car dealers have little incentive to sell electric cars, so they decided to sell them direct through their own sites, rather like a kind of Apple Store chain for cars.
But in Texas the car dealers don’t like that and they have laws to stop it.
Training wheels don’t work
If you have a young child who will learn to ride a bike sometime soon, you probably have recollections of the bike that you learnt on, and the awkwardness of bikes with stabilisers (also known as: training wheels). Recently, I came across this article about training wheels and balance bikes and it reminded me of the very different experience with my youngest son.
Balance bikes are much better
Balance bikes are great, as this video (not of my child) shows!
In my experience, they are obviously a better way to learn to ride a bike and it’s very surprising that anyone buys bikes with stabilisers (training wheels) any more. On a more professional note, this is also one of the best examples that I have encountered of innovation applied to learning by choosing different disclosure sequences, but that is a much bigger story.
It’s an institution or, at least, it was an established ritual: the great British tea break.
When I first started work, and for many years afterwards, there was a break every morning and every afternoon. Everyone in the department would stop work for 15-20 minutes each morning and afternoon, to get together to have a cup of tea; it was important.
Well, maybe it was a mug of coffee, that was not important. The important part was to provide a social routine for the group in which we were working, Continue reading