The Generic Structure of High Performance Teams

The Genetic Structure of High Performance Teams Ten Core Innovation Strategies of New Product Leaders Products often fail because of poor implementation. Leaders attack obstacles and barriers at all levels. Leading firms are forming entrepreneurial teams to promote innovation, and locating them on the "edges" of their organizations, closest to the customer. ATTACK Teams need room to run; to experiment and even fail. Ma- POSITION nagement con- trols through vision, culture, and regular updates. 4 DELEGATE Innovation depends on creativity, but we are mostly The best planning tool for entrepreneurial teams is a business model. It welcomes critical thinkers. Leaders close this INSPIRE gap through training and culture. iteration and eliminates distractions. PLAN 6. Observe customers in Innovation benefits from real life. Look for big problems: “Pain points." Experts use a technique known as Customer Immersion. diversity. Ask partners throughout the supply chain to bring ideas. IDENTIFY EXPAND 10 DIFFERENTIATE Value propositions have to stand out. Put into a Strategic Positioning Statement: COMPEL Humans communicate + Target Audience through stories. The more compelling, the more likely they'll get passed to others, activating social networks. + USP + Reason Why Brand Character. TRACK A process is a systematic method of putting organizations to work. Unlike simple planning, it provides measurable feedback – necessary for continuous improvement. Global commoditiza- tion and complexity now make innovation an of companies don't give their teams the freedom or their less successful peers. They embrace entre- Innovation is the main resources they need to be preneurial teams – often effective. Hierarchies, bureaucra- in the technology industry urgent priority for firms of all sizes. And, to promote innovation in a meaningful of marketplace cies, and old habits have a - but that's only the start way, small teams must be the focal point of your strategy. This might sound pa- tently logical. Why wouldn't takes place? you centralize at the point described as Agile teams determinant success way of smothering the best of the story, not the end. of intentions. Not so with There are ten core strate- leaders, those companies where actual development that generate more than gies leaders use to promo- te innovation, and they pursue them with a ven- twice the revenue from But a surprising number new products compared to geance. READY References: Clayton M. Christensen and Michael E. Raynor, The Innovator's Solution: Creating and Sustaining Successful Growth, (Boston: Harvard Business School Publishing Corp., 2003). Joan Magretta, “Why Business Models Matter," Harvard Business Review, (May 2002), Reprint R0205F. Alex F. Osborn, Applied Imagination, (New York: Scribner, 1963). AIM FIRE ADJUST © 2011 Brown & Company LLC. All rights reserved. All trademarks are the property of their respective owners.