The Execution Plan
“You don’t go chasing every revenue dollar there is around the world, which causes most companies to over-expand, over-extend themselves and ultimately collapse. So you define very clearly what you are and have your people understand it.” – Herb Kelleher, Executive Chairman Southwest Airlines
For a company wishing to transform its business, innovation is one of the most effective tools available. Yet while executives may embrace bold ideas and disruptive thinking, as Scott Berkun says, "the best way to measure innovation is the number of ideas that make it into products”. That’s why firms need to be armed with an execution plan to prevent falling at the final hurdle.
The starting point is defining exactly what needs to be achieved. Successful innovation must be customer focused but should also take into account the interests of shareholders and employees. So how can firms balance these competing forces?
You have to create an expectation with respect to time and what you are going to deliver
According to Carla Harris, Managing Director, Morgan Stanley, it is all about communication. "You have to create an expectation with respect to time and what you are going to deliver". Once stakeholders are motivated and engaged, then companies can truly leverage the creativity within their organisations to create a sustainable innovation plan.
This final episode gathers together the key issues and themes raised in the preceding programmes to create an innovation playbook and actionable strategies that will drive a business forward
Featuring Guests:
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Nikesh Arora |
President, EMEA Operations & Vice President, Google Inc. |
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Herb Kelleher |
Co-Founder, Executive Chairman. Former CEO & Pres., Southwest Airlines |
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Robert Carter |
Chief Information Officer, FedEx |
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Gary Rodkin |
CEO, ConAgra Foods |
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Carla Harris |
Managing Director, Morgan Stanley |
|
Shane Robison |
EVP, Chief Strategy and Technology Officer, Hewlett Packard |
|
Brian Walker |
CEO Herman Miller |
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