Veteran, new and aspiring executives need methods to be successful in their organization. There are 1000s of leadership podcasts, videos, blogs, and articles but few authors address what to do or how to do it.
We have witnessed many executives who are efficient (doing things right), but few executives are effective (doing the right things). We believe this is misguided and aim to remedy the shortfall with executives.
The Effective Executive – Episode 45
Innovation Attitude Through the Decades
Where is the Proactive Pipeline of Innovation?
Problems of Today and Tomorrow
[00:00:01] Hi, I’m Tripp Babbitt, and this week in the effective executive podcast and YouTube video, I’d like to talk about something where I was reminiscing a little bit. And as a child, I went to see the New York City World’s Fair in 1964. Yeah, I’m old, but. Walt Disney had put together something at the World’s Fair that, you know, wowed the audience, which was the carousel progress. Now, if you’re a regular Disney World attendee’s, then you’ll know about the carousel progress and probably the ride that you skip every time. It’s the one that I go to. Usually no line associated with it, but it was wowed the audience because it was the first time there was an animatronic. And it also is a spinning or I shouldn’t say spinning. It’s not like a thrill ride, but you go from like the nineteen hundreds to the 1920s and so forth and four different five different sections, one an introductory section and then for subsequent generations of activities in it, Walt Disney had put it together to show how innovation had progressed us as as humans.
[00:01:32] And I remember one of the things from the animatronic where the father who is the main character, and each of these segments, he would basically was talking about the Wright brothers and, you know, talk about this flying contraption and it’ll never work. And it got me to thinking about some of the organizations that I’ve worked with and some of the attitudes that they have about innovation.
[00:02:04] And, you know, there’s this there’s a couple of things that are going on. One is it seems so far fetched. You know, probably in the 90s, early nineteen hundreds, that man would ever fly. And I watch a series called John Adams and they had a balloon go off and, you know, a hot air balloon. And it flew off and they were amazed at what had happened. But it just shows how much we have advanced as a society through innovation. And I’m always fascinated by what may be the next thing is going to be I mean, who expected the Internet, who expected Google and organizations associated with the Internet that these would be, you know, behemoth companies now that are daily part of our lives and. You know, I I think in terms of that, there’s really two ways to dramatically increase your revenue and organization and that that is providing an extraordinary product or service where customers can’t wait to come in and deal with you. And there are so few of those in the world today. We all dread getting on the phone and having to talk to our telecommunications company. You know, even Amazon can be a pain at times. And, you know, it got got me thinking that, OK, if if we want to increase our revenue or provide extraordinary service, that will certainly help.
[00:03:49] But what I don’t see happening, and I’ve mentioned this in previous podcasts and YouTube videos, is, you know, the pipeline or the proactive movement towards new products and services. Are we you know, do you take time to look at what your future revenue streams are going to come from, what new extraordinary things? And I think a lot of it has to do with well, one of the things that kills it is centralization, a lot of power and control. And the way that we treat employees is very centralized. We only listen to the connected people in an organization. We often ignore ideas, especially as we move to the front line and to me, they’re there. An idea can come from almost anywhere. And I think some of this has to do with what stimming called problems of today and problems of tomorrow. And the problems of today is just trying to get the workout right. You know, if you’re backed up all the time or feel like you’re backed up all the time, you’re always behind. It’s I find it virtually impossible for organizations to provide extraordinary service or spend time on doing proactive, innovative things within their their their organization, but they also just missed the opportunity.
[00:05:22] You know, we don’t really have time for that right now. You know, we’ve got to do today’s work. And so when Dr. Deming talked in terms of problems tomorrow, what are we doing proactively in terms of innovation and coming up with with new ideas and new methods and new products and new services that customers will advance customers. And, you know, there needs to be a placeholder for for those types of things in order to advance what we’re doing. So I guess the message I wanted to convey in this episode was, you know, we’re not proactive. We need a proactive method. And it wasn’t until probably about six years ago that I started to realize how organizations really don’t have a method to, well, one, encourage because you’ll hear things like, oh, you got that one wrong. Oh, it’ll never work. You know, we tried that before. You know, we don’t have the money for that. You know, you hear all these things in organizations. And nowadays, when I hear them, you know, I cringe because I can just say, you know, it’s so much easier to sell a new product that people want as opposed to, you know, an old product and having to get salespeople, you know, beat it out of customers if there’s something that you have that you want to provide.
[00:06:52] So doing proactive things within an organization and having a method to do that is really important that you’re listening for ideas, not just dismissing them, that you have a way to collect some of those ideas. And if, you know, we want to really get proactive in it, that you’re coming up with new ideas and there’s a whole series of exercises that you can do in order to come up with that. Not brainstorming, though. I know a lot of people use brainstorming, but using stimulus in order to come up with new ideas, you can come up with a plethora of ideas that could potentially advance your company. But having those in the pipeline are all very important for the future and to solve some of the problems of tomorrow. That was my message for this week, the carousel progress, if you get a chance to you know, it’s funny as you go from one generation to the next, how, oh, you know, we’ll never be able to do that. You know, there that’s a pipe dream. That’s, you know. And so as you look forward to what’s happening in 20 years, you start to realize that there are people out there being proactive. But we need more of it in order to make our world a better place to live, as well as providing future revenues for your company.