«In today’s dynamic markets (…) I could see the manager, who had led several thousand people over two decades, was struggling to process such notions as autonomous teams, rapid experimentation with unknown risks, and inviting customers into “backroom” design discussions.» [McKinsey, “Agility: mindset makeovers are critical”]
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The problem is not in asking the C-level of the company to innovate the processes. The problem is that those who work at this level have a mindset that is incompatible with the type of innovation required by the market today.
In the document of McKinsey, “Agility: mindset makeovers are critical”, as it often happens
they end up analyzing in detail
some possible strategies within the Company,
BUT THEY LOSE THE POINT,
THE GENERAL VISION OF THE SITUATION.
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The points covered are:
■ «Innovation: from certainty to discovery»: in reality innovation has always taken place in a dimension of certainty. That is, in a dimension defined by two qualities:
► CERTAINTY AS A PERCEPTION THAT THE PRODUCT WILL BE SUCCESSFUL.
This is what is called Vision, which is the ability of “Visionaries” (“radical”, disruptive innovators) to imagine the scenario of use of their future product.
The problem with this dimension is that, as the psychology texts related to the Business tell us, the intuition of the innovator cannot be communicated to others (than to very few people who have the same human qualities of the Visionary).
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■ «Collaboration: from authority to partnership»
► THE DECISION-MAKING POWER OF SUCH INNOVATORS IS AN INDISPENSABLE QUALITY for being able to develop radically innovative products of success.
In fact, only people who have the opportunity to develop a project of radical innovation (disruptive) with their own resources can complete such a “very risky” development.
This is because they do not see the risk of the company at all, thanks to their Vision.
This is certainly not possible in a context such as that of the Companies of the current Market, which are characterized by a mindset that is anything but disruptive (we speak of the Owners, Managers, Consultants called by managers, etc.).
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■ «Value creation: from scarcity to abundance»
The Big Companies Mindset is based on the idea that profits take place only in a dimension of scarcity. And that the strategies must be lose-win.
