Is the era of management over? – via

The bottom line is that the hierarchical management mode is no longer suited for the challenges of the modern economy. Every pillar of a traditional organization is now in flux, as was brilliantly conceptualized by Tanmay Vora

Contextual awareness, peripheral vision, design thinking and a multi-disciplinary approach – these are all terms that are trending in modern office-speak. And deservedly so. A project-based and titles-free organization — where yesterday’s team member is today’s team lead — can deliver the flexibility and agility that businesses yearn for.



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Sei pronto per il futuro?? via Insider Pro

10 abilità di cui avrai bisogno nel 2020

Il report “The Future of Jobs” presenta un sondaggio condotto fra i dirigenti di oltre 350 aziende, appartenenti a nove settori industriali di 15 delle più grandi economie del mondo, in cui sono state chieste previsioni su come il progresso tecnologico obbligherà il mercato del lavoro a evolversi. Diamo un’occhiata alla top ten delle capacità professionali che, secondo gli intervistati, saranno maggiormente richieste da qui al 2020.

10. Flessibilità cognitiva

9. Capacità di negoziazione

8. Orientamento al servizio

7. Capacità decisionali e di giudizio

6. Intelligenza emotiva

5. Coordinamento

4. Gestione del personale

3. Creatività

2. Pensiero critico

1. Risoluzione di problemi complessi

Allora? Sei pronto per il futuro??

Leggi di più su ogni singola capacita’ su

How Google breaks through – via McKinsey Insight

Lorraine Twohill, Google’s senior vice president of global marketing:

The way I think about marketing—and the way I tend to talk to my team about it—is “knowing the user, knowing the magic, and connecting the two.”

Knowing the user means understanding who your consumers are, who your customers are. Not just knowing who they are, but what they need, what are their deep insights, and understanding how we can help them.

Knowing the magic means knowing what’s in the hearts and minds of your engineers and your product managers, and what they’re building.

Connecting the two means bringing the magic built by engineers to the world in a way that is relevant, meaningful, and compelling to the everyday consumer.

So we create something that the world will be excited about.

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How Google breaks through

Innovits & GEW

Great event yesterday @Innovits in Milan talking about Innovation, start ups & Entrepreneurship with Stefano Mizio, Industrio Ventures and Sunil Ravi, the Consul for Economic Affairs at the U.S.  General Consulate in Milan.

The meet up is part of the Global Entrepreneurship Week (GEW) program.



Build an Innovation Engine in 90 Days – HBR

Practically every company innovates.But few do so in an orderly, reliable way.


In far too many organizations, the big breakthroughs happen despite the company. Successful innovations typically follow invisible development paths and require acts of individual heroism or a heavy dose of serendipity. Successive efforts to jump-start innovation through, say, hack-a-thons, cash prizes for inventive concepts, and on-again, off-again task forces frequently prove fruitless. Great ideas remain captive in the heads of employees, innovation initiatives take way too long, and the ideas that are developed are not necessarily the best efforts or the best fit with strategic priorities.

There’s an important intermediate option between ad hoc innovation and building an elaborate, large-scale innovation factory: setting up a minimum viable innovation system (MVIS).

What it will require is senior management attention—most critically from some member of the top leadership team.

Creating an MVIS won’t miraculously turn you into Pixar or Amazon, but it will help you make tangible progress in increasing the predictability and productivity of critical investments in future growth.

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Why Bureaucracy Must Die – Forbes -HBR

A terrible epidemic, writes business guru Gary Hamel in a pair of articles in Harvard Business Review, is afflicting a large part of the human race. Its name isn’t Ebola. It’s called bureaucracy.


“Strategy gets set at the top. Power trickles down. Big leaders appoint little leaders. Individuals compete for promotion. Compensation correlates with rank. Tasks are assigned. Managers assess performance. Rules tightly circumscribe discretion.

Bureaucracy “constitutes the operating system for virtually every large-scale organization on the planet. It is the unchallenged tenets of bureaucracy that disable our organizations.”

It is akin to Soviet-style centralization, gripped by“the ideology of controlism”and “is the enemy of resilience… If they are unwilling to adapt and learn, the entire organization stalls”. It’s hostile to “the irregular people with irregular ideas who create the irregular business models that generate the irregular returns,” and so “cripples organizational vitality.” It “shrinks our incentive to dream, imagine and contribute.” It causes our organizations to “remain incompetent at their core.”

“We need challenge common beliefs and ingrained interests. We need to stop pulling each other down by the tail and instead build up our ideas together.” Nilofer Merchant, a writer and entrepreneur and a lecturer at Stanford, says.

Today, technology is creating human challenges.

Today, says Nayar, “the winning formula has become: Innovative Ideas + Delivering Unique Experiences + Enabling Leadership. 

Unlocking employee innovation through platforms.

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Have you heard what Steve Blank said recently?

“Here’s a big idea that everybody’s been missing because it just happened. It’s the fact that large companies are now turning to startup companies and startup ideas. Really, the whole lean startup thing is being adopted by large corporations. Corporate entrepreneurship and innovation will be the next big thing for the next 10 years.”

For organisations in public and private sector, the only way to not becoming obsolete in the next decade, is to innovate in ways never seen before. And a rapidly growing number of companies has been embracing intrapreneurship as the main driver for innovation and growth. 

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The 10 New Trends in Corporate Innovation Management

Very inspiring article on corporate Innovation.

[…]Here some trends we’re seeing in the Corporate innovation domain.


Culture Change: Most major technology companies recognize the fact that they have a certain amount of disadvantage when it comes to innovation. Cultures, as companies become larger, become stodgy and uninspiring. The more innovative talent ends up leaving for smaller companies, or to become entrepreneurs. […]
Adjacent Revenue Streams: Employees are the closest to the customers. They are the ones hearing about customer issues – whether it be requests for new functionality, complaints about pain-points, or visions of what more they would like to be able to do. New products that can create up-sell opportunities adjacent to existing ones are usually the easiest to identify by empowering employees throughout the organization to present what they are seeing in customer situations. A well-run intrapreneurship program can unlock billions of dollars of adjacent revenue opportunities.
New, Disruptive Ideas: The organizations at major technology companies are full of excellent, talented people. Some of them are inherently innovation oriented. They assume that the only way they can express their talents for innovation is by leaving the company and starting a new venture. Corporations are starting to realize that if they empower these folks to develop their ideas inside the company without having to leave, it would enable them to harness this talent pool much more effectively. Today, most corporations spend huge amounts of money acquiring startups at gigantic premiums. Intrapreneurship programs are being designed to manage innovation better internally.
Talent Development: A lot of technology innovation comes from hard core geeks. These types of people, however, generally do not have the training on how to bring a product to market, assess its viability, market size, etc. The question we are asking is what would happen if the technology talent pool at the corporations can be systematically trained with these skills? Some HR organizations are scared. They think people will leave. The more sophisticated folks believe that those who will leave, will leave anyway. But those who choose to stay and use the corporation’s infrastructure and resources to unleash their innovative talents will create a tremendous competitive advantage. Of course, compensation structures need to be designed to incentivize them adequately.
Intellectual Property: All corporations running corporate incubation programs agree that IP emerging out of these programs belong to the company, not to the employee. They all also realize that the employees coming up with promising innovation need to be retained and compensated with adequate incentives.
Flexible Time: Google started the 20% flexible time policy, allowing employees to experiment on whatever they liked. This hasn’t really worked. People waste time on nonsense. Even Google has now moved away from this strategy. Instead, the programs that work well take their employees through a process of coming up with an idea, getting both authorization and resources to develop it based on its merit, and working specifically on that project using the flexible time. Not random whatever. In our work, we tend to play a major role in incubating these projects using the 1M/1M framework.
Channel: Successful corporate innovation programs tend to want to leverage the assets of the company, one of the most significant being its channel. A company with a primarily B-to-B channel would not want to encourage a mobile consumer app project even if that project is Snapchat. There are exceptions to this policy, however. Google’s driverless car project, for instance, has no synergy with its search advertising business. Amazon introduced its cloud hosting service that had no synergy with the e-commerce business. Nonetheless, these are exceptions. You wouldn’t see Apple deviating from its core very easily. We haven’t seen Facebook making outlandish bets yet either.
Gamification: We’re seeing some degree of gamification at enterprises whereby they are running contests to solicit new ideas, and then deciding which projects and people to nurture further. It’s certainly effective in generating fun and excitement and changing culture. The process, however, needs to be designed as a multi-step game, so that incubation of the ideas is part of it. Otherwise, all fun, no results emerge.

Corporate Venture Capital: There is a tendency to tie corporate innovation programs to corporate venture capital. Some of it works well. Some of it doesn’t. It depends on the charter and the structure of the VC arm. […] Cisco has very successfully taken important areas of disruptive innovation, funded them and staffed them with a very strong team with track-record, and done spin-outs followed by spin-ins. Most corporate venture capital efforts that do not have synergistic tie-ins with the company’s channel tend to be failures, by the way.
Internal Champions: High level sponsorship is absolutely essential for a successful program. We tend to work with top executives, mid-level managers, as well HR to get solid participation across the organization. It is, however, important to recognize that large companies are not full of managers and executives who know how to incubate new ideas. Specialized skills have to be introduced.
We are very interested in connecting with innovation leaders at different organizations and learning what you are doing, as well as sharing our findings.

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