Jamie Notter

MARCH 30, 2012

I enjoyed delivering both the deep dive on Humanize (with Maddie Grant) on the first day of the conference, and then being on a panel about Bringing Innovation to Life (with Kerry Stackpole, Michelle Mason, and Jessica Daniels) on the last day. We don’t know how to BE great. Moneyball and Management Innovation.

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Jamie Notter

FEBRUARY 13, 2012

Check out this great interview with Andrew McAfee of MIT’s Center for Digital Business on how to talk to CEOs about social media. The authors pointed out that cities have always been hotbeds of innovation BECAUSE of all the weak links – and the same concept certainly seems to apply to social media. December 2005 (5).

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.orgSource

APRIL 17, 2023

An office filled with silent workers hunkered down in their cubicles is not going to produce much innovative thinking. If your team is remote, find strategies to bring people together online. David Caruso, whose company Highroad Solutions has been a remote workplace since 2005, offered this example.

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Jamie Notter

JULY 18, 2012

” How to Succeed in the 21st Century Association. Previous post: The Results of Management Innovation. December 2005 (5). November 2005 (7). October 2005 (4). September 2005 (4). August 2005 (7). July 2005 (4). June 2005 (4). May 2005 (4). Here is the handout. Related Posts.

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Jamie Notter

DECEMBER 14, 2011

In fact, if we don’t see it, we may dismiss what we are seeing altogether: With no one figure to credit or blame, with no face to put on a sprawling inchoate movement, and with no hierarchy of power, we simply don’t know how to process what “it” is, and therefore how to think about it. Want Innovation?

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Idea Architects

NOVEMBER 14, 2011

custom-designing keynotes, workshops, and leadership conferences that promote innovation, learning, and community. Every Monday, I offer a leadership limerick, highlighting an idea or strategy about effective leadership in limerick form. Nov 2005 (1). Oct 2005 (1). Sep 2005 (2). Aug 2005 (1). Jul 2005 (2).

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Jamie Notter

NOVEMBER 14, 2011

Sorry to be a downer, and I know I have a tendency to speak in hyperbole, but so much of what we do inside organizations, from the way we manage performance, to the way we set salaries, to the way we develop our strategy, to the way we organize our structure…all of this stuff seems so often to be made up. Image credit. Related Posts.

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Jamie Notter

DECEMBER 20, 2011

Yesterday I was interviewed by Michele Price on her Breakthrough Business Strategy internet radio show about our book, Humanize. In the conversation Michele asked about my background in conflict resolution and we talked a bit about how training in conflict resolution might be a good idea for people engaging in social media. Neil Denny.

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Jamie Notter

AUGUST 16, 2011

They have cultures that value inclusion because diversity is prerequisite for creativity, innovation, and change. The book, obviously, will have more on how to do all that. Moneyball and Management Innovation. The Results of Management Innovation. December 2005 (5). November 2005 (7). October 2005 (4).

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The Hourglass Blog

APRIL 21, 2011

Learning Innovation from the Mayo Clinic. Heres another great HBR post describing another set of "principles of innovation." I say "another," of course, because of my work with the WSAE Innovation Task Force, where we helped define four key principles of innovation from the case studies we examined in the for-profit sector.

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Jamie Notter

FEBRUARY 7, 2012

When ranking the importance of certain business activities, the one that scored the highest in importance was “listening to customer needs and feedback” (67% said it was important), but when asked to score how business is doing in that area, only 36% gave business high marks (one of the biggest gaps on the list). Want Innovation?

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Jamie Notter

MAY 25, 2012

Of course, we’re also interested in collecting data over time, so even if you don’t want our advice on how to get started, please go over and complete the quick assessment. Moneyball and Management Innovation. December 2005 (5). November 2005 (7). October 2005 (4). September 2005 (4). Consulting.

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Jamie Notter

SEPTEMBER 19, 2011

Now that it’s at least partially live, we’re sprucing up the book website and have links to the free, downloadable worksheets that accompany the four main chapters on how to be open, trustworthy, generative, and courageous. Moneyball and Management Innovation. December 2005 (5). November 2005 (7). Consulting.

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Jamie Notter

JULY 24, 2012

Figuring out how to structure the work or design the processes. The managers need to work on their own clarity and commitment to the strategy. When there’s tension about how to allocate resources I want them to be in the middle of it. When there is tension about how to solve tough problems I want them in the middle of it.

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Jamie Notter

JUNE 7, 2012

Failure is when you are trying something new, and you don’t know ahead of time how to make it successful. It’s not like you didn’t know how to spell the word correctly. Eliminating failure would mean doing ONLY what you already know how to do. Moneyball and Management Innovation. Let’s get to it.

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Jamie Notter

JANUARY 24, 2012

I follow Strauss and Howe’s theory on this, so I define Millennials as those born between 1982 and 2005. Millennials grew up with social media, in an environment where if something they had didn’t work the way they wanted it to, they would use their social networks to figure out how to change it themselves.

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Jamie Notter

JUNE 21, 2012

Most were in agreement that there was great power available in the periphery of our organizations, we just needed to figure out how to set that power free. Moneyball and Management Innovation. The Results of Management Innovation. { December 2005 (5). November 2005 (7). October 2005 (4). September 2005 (4).

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Jamie Notter

SEPTEMBER 30, 2011

So we created worksheets that will help you assess the openness of your organization, have some conversations with colleagues about how to be more open, and then develop an action plan. Moneyball and Management Innovation. The Results of Management Innovation. December 2005 (5). November 2005 (7). October 2005 (4).

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Jamie Notter

SEPTEMBER 26, 2011

As you get into each of the four main chapters of the book on how to be open, trustworthy, generative, and courageous, you have access to a 20-page worksheet that will help you assess your own organization and develop an action plan to make changes. Moneyball and Management Innovation. The Results of Management Innovation.

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Jamie Notter

MARCH 20, 2012

In part 2, you’ll get to choose one of those four elements and explore in more detail how that element shows up in terms of process and structure, through small-group discussion with your peers. Here we’ll all focus on how to build a more decentralized culture, which is part of becoming more Open. December 2005 (5).

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Idea Architects

DECEMBER 12, 2011

custom-designing keynotes, workshops, and leadership conferences that promote innovation, learning, and community. Every Monday, I offer a leadership limerick, highlighting an idea or strategy about effective leadership in limerick form. Nov 2005 (1). Oct 2005 (1). Sep 2005 (2). Aug 2005 (1). Jul 2005 (2).

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Jamie Notter

OCTOBER 13, 2011

Patrick Lencioni offers some ideas on how to do that in his book, Silos Politics and Turf Wars (affiliate link). We also talk about this in Humanize in Chapter 6: How to Be Open. Moneyball and Management Innovation. The Results of Management Innovation. { December 2005 (5). November 2005 (7). July 2005 (4).

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Jamie Notter

AUGUST 27, 2011

The book is particularly powerful because it focuses not only on the mystery of how culture works but also on the practical aspects of how to deal with and change culture when it gets in the way of performance. Moneyball and Management Innovation. December 2005 (5). November 2005 (7). October 2005 (4).

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Jamie Notter

OCTOBER 25, 2011

The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. I think CEOs need to somehow embrace that paradox, and learn how to be influential without obsessing about single-handedly moving needles. Want Innovation? December 2005 (5).

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Jamie Notter

MAY 30, 2012

So how about you create some safe space where they will be less afraid? Figure out how to create a safe space for them to try out these new behaviors that you want (open, transparent), where they know they won’t be risking physical harm. Moneyball and Management Innovation. The Results of Management Innovation. {

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Jamie Notter

JULY 12, 2011

So “leaders” (all of us) understand how their emotional states impact those around them. Want Innovation? I walked away with tangible, hands-on tactics on how to manage an emotional highjack, improve the core competencies of EI and clarification of intention versus impact. December 2005 (5). November 2005 (7).

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Jamie Notter

AUGUST 12, 2011

in Change , Leadership , Strategy - 10 comments. What strategies could we employe to get those external voices more in line with what we were saying. How could we control or be the perfect filters or curators? Moneyball and Management Innovation. The Results of Management Innovation. Strategy Means Change.

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Jamie Notter

JANUARY 17, 2012

I am a conflict resolution professional, and I spend a LOT of my time helping people to understand what conflict is and how to resolve it. You manage it when the issues are defined at the very beginning, you manage it when you decide how to collect data. Want Innovation? December 2005 (5). November 2005 (7).

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.orgCommunity

JANUARY 15, 2019

Bartuch is director of strategy and research at Sandstorm Design. She is an evidence-based creator, innovator and marketer with 17 years of experience in the public and private sector. dissertation analyzed scientific concepts underlying successful strategies for marketing, growth, sales and innovation.

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Idea Architects

NOVEMBER 8, 2011

custom-designing keynotes, workshops, and leadership conferences that promote innovation, learning, and community. When we get sloppy with words like strategy, vision, mission, diversity, and many others, we do a real disservice to the deep meaning and full potential they represent. Nov 2005 (1). Oct 2005 (1).

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Beth Kanter

JULY 19, 2017

I learned so much about the digital challenges facing Asian NGOs, how these are similar or different from NGOs in other regions, met and connect with amazing people, and was inspired by the speakers I heard and the workshops I took for my own learning. He spoke about networked mindsets and how to work across sectors.

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Idea Architects

JUNE 1, 2012

custom-designing keynotes, workshops, and leadership conferences that promote innovation, learning, and community. Strategy sessions are about the future. Help the group consider if some portion of the idea might have merit and how to build upon it. Nov 2005 (1). Oct 2005 (1). Sep 2005 (2). Aug 2005 (1).

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Jamie Notter

MAY 10, 2012

I know we get a lot of coverage of Humanize in the context of social media, since we apply the lessons of social media to how we run our organizations. But Humanize is fundamentally a book about management innovation. Moneyball and Management Innovation. The Results of Management Innovation. December 2005 (5).

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Association Adviser

FEBRUARY 26, 2018

Matt explained to Association Adviser how he lives out ISACA’s core values of being “one,”accountable, dedicated, authentic and innovative to help its growing community of more than 160,000 professionals in 180 countries better serve their organizations at a time when their work has never been more important.

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Idea Architects

MAY 11, 2012

custom-designing keynotes, workshops, and leadership conferences that promote innovation, learning, and community. A strategy session with only staff feels different than one including both staff members and board members or other volunteers. Nov 2005 (1). Oct 2005 (1). Sep 2005 (2). Aug 2005 (1).

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Idea Architects

JULY 9, 2012

custom-designing keynotes, workshops, and leadership conferences that promote innovation, learning, and community. What does exists in the world is a fascinating collection of individuals, all of whom see and create their own reality, make meaning from what they see and experience, and then choose how to act on this meaning.

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Association Adviser

DECEMBER 6, 2018

As the Chief Innovation and Information Officer for NCARB, Ortiz de Zarate has relied upon agile and lean startup methodologies to project manage big changes to the processes NCARB uses to certify current and future architects. It was a strategy problem. How could we help our committees make better teams? What is it?

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