Welcome to Episode 44 of the Enterprise Excellence Podcast. I am so pleased to have Dr Morgan Jones on the show to discuss an essential skill in leading an excellence journey within an organisation. The skill of facilitation. Morgan Jones is a Business Transformation expert who has focused his career on studying and helping organisations achieve sustainable results. Morgan is the author of Sponsor Success, 4+1 and the new book Mastering Facilitation, A Guide for Assisting Teams and Achieving Great Outcomes.

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

What does great look like for a facilitator?

1. You're pretty drained because you put a lot of energy and passion into it.
2. You feel energised. 
3. You think that you've helped.
4. People are animated and active.
5. There are too many actions that will need prioritising.

What does great look like for the team? 

1. They often don't realise they've been subject to really rigorous and robust techniques and processes. 
2. They think, why didn't we decide this earlier? 
3. When they don't realise they've gone through a formal facilitation process. 
4. They come up with ideas and contribute to the session. 
5. They own the outcome. 

The first tip is to start with the end in mind. And don't try to be perfect. The most important thing is, we're all humans. And you may ask a question and offer a guide, and it may not work. 

Your role is not to lead them. It's yours to facilitate and guide them. They choose the direction because you've already clearly defined what the purpose is. Start with the end in mind; what is the goal? And what does good look like? Maybe people have taken away actions, or they've got some ideas that they can apply back to their own teams. Essentially, don't try to be perfect or be the expert in the subject matter. So let's elevate yourself as a facilitator. Some audiences are complicated, and that's okay. Don't beat yourself up!

02:49min In the forces, you're forever developing your people to be able to step up into your role because you can be as an officer or noncommissioned officer, or, you know, have stripes in the rank wise. If somebody was injured, I could get injured. I need somebody who could step in and still continue the mission. So you're always it wasn't about you, leading from the front all the time, you were forever developing a number of people step up in your role at any moment in time. So it was so you can protect. The other part that was really fascinating about the Navy was, you had a very crystal clear purpose. Serve and protect; that is what we were there for. It wasn't being elaborate, you know, a 20-word expression from some consulting firm. It's you just; you were there to serve and protect. And that was it. So you can relate everything you did to is it helping me serve and protect. And it's quite a simple, empowering purpose.

Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email [email protected]. Our website is www.bradjeavons.com.

Morgan Jones: LinkedIn

Book, Amazon:

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

Welcome to Episode 43 of the enterprise excellence podcast. It is such a pleasure to have Dr Gwendolyn Galsworth back on the show with us today. Gwendolyn is a leading researcher, author and coach on workplace visuality. Gwendolyn shared her backstory and knowledge on achieving excellence with frontline teams deploying visual workplaces in Episode 18. Today, we are going to explore her work on visual leadership. Let's get into the episode. Gwendolyn, thank you so much for joining us again.

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

 Some leaders are gifted and have not had a chance to demonstrate their gift, but they're still doing well. But what would it be like to be great? Like the thoroughbreds at Monmouth Park that Gwendolyn witnessed when she was small. When they ran, no one needed to whip them, especially if another horse was in the race. They loved the race. They loved the stretch of their legs, powerfully moving them forward, and the wind in their hair. And they won because they wanted to. They are stallions. They were amazing beings, creatures of great strength and great heart. The age of great leaders is not over with, but they do have to find their way back into our communities.

 An executive will make decisions with the teams' input. But first, with their vetting of which type of problem-solving is welcome in their company. The role of the executive is to decide and drive, decide and drive. She can't decide until she knows. So she has to investigate and understand what the lay of the land is. And he can't drive unless he's communicated a clear vision and inspired others to want that vision. Now the executive leader is ready to drive.

 When an executive wants to become a leader, this is a process, and the process is I-driven. But he, she doesn't seek feedback. 

 The leader says to their direct reports, "Now you do the templates (the house and x type planning). And when you've done this and gone through the pain of sitting from 11 pm to 1 am and have given them to me, you can talk to one other person. But that one other person can't be doing this (planning) at the same time." 

 That's the grooming ground for executives; executives must really understand that it is their decision. And they'll receive inputs from qualified collaborators. Gwendolyn has been very successful at creating fierce leaders, like a barracuda on the inside, always hungry for lunch. But whom on the outside have political and social correctness that makes them approachable. 

1. I want leadership approach
2. Helping others align their plan

 visualworkplace.com and 'contact us' through the web. Gwendolyn is looking for organisations or people who want to go through this process online in small groups. She would love for some executive leaders to look at themselves and say they want to feel greater strength and greater power and greater safety in their own decision-making safety.

Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you’d like to speak to him about how he can help your business, call him on 0402 448 445, or email [email protected]. Our website is www.bradjeavons.com

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

Welcome to Episode 42 of the enterprise excellence podcast. It is such a pleasure to have Mr Hugh Alley with us today, whose passion is helping people become better leaders. He is the author of the new book, "Becoming the supervisor, achieving your company's mission and building your team". I'm so looking forward to this conversation on achieving excellence through such an important leadership position.

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

"Becoming the Supervisor, Achieving your Company's Mission and Building your Team"

Level 1 - what does the supervisor need to learn?

 A fine supervisor has five skills that they should do passively to make the lives of their people better and help achieve the mission of your company. 

1. Instruction: Being able to teach someone a new skill. 
2. Leading: Addressing the situation when somebody's not performing the way the company needs it. 
3. Improvement: Making some improvements in the way that work gets done in your area. 
4. Priorities: Knowing what your team members should do first. 
5. Listening: You need to be able to listen to understand others.

Level 1.1 Instruction: How do you train new skills to frontline workers faster and reduce scrap?

This level comes from the job instruction module in the 'training within industry' framework. Even if this skill is not done particularly well, as long as it's done, mostly okay, it makes things better. So, knowing how to separate the essential steps, the key points, and the reasons makes a big difference. 

Level 1.3 Improvement: How do you improve work processes in the areas you are responsible for?

Hugh talks about the challenge of actually observing what's going on in a workplace in this section. It's also a part of the job methods module from the 'training within industry' framework. The lead character in the book is Trevor, and he's being mentored by his boss, the general manager, Julie. Julie says to him, "Okay, just go out, and write down everything you see happening". And everybody thinks that would be so easy. And they get out there, and they write down some observations. But what you find is that we all gloss over so much and miss the details that give us opportunities for improvements. It might be that extra three steps you always take or when a particular item always needs to be adjusted before use.

Level 1.5 Listening: How do you listen for understanding?

All you need to do is think about your relationship with someone special: your spouse, your kids, your parents, or a good friend. And you'll recognise that a vast amount of what's communicated is in the tone and the emotional content. And we get so focused on kind of our business task that we want to rush through all that emotional stuff. But if you've ever had a kid who's had a tantrum, they're not going to hear anything you say until you somehow enfold them in a hug. And let them know that it's okay, and they've been heard. And once the sniffles have mostly subsided, then they might be interested in listening to you. 

Key Takeaways
1. Start with the biggest problem. 
2. Number and sequence instructions in coaching. 

Brad Jeavons: LinkedIn here. Phone  0402 448 445, or email [email protected]. Our website is www.bradjeavons.com
Hugh Alley: linkedin.com/in/hughalley. His website is

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

Welcome to Episode 41 of the Enterprise Excellence Podcast. It is such a pleasure to have Mr Vasco Duarte on the show with us today. Vasco helps companies generate customer-centric products and get their processes to a level of performance they thought was impossible. Vasco does this by focusing product development teams on the end-to-end life-cycle of their products. From Concept to Cash and Back!

Vasco is the Author of the book "No Estimates" and daily podcast host at the Scrum Master Toolbox. Vaso gives back to the community every day to improve the IT and product industry worldwide. 

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

Vasco is training product owners to start with their customer's vision for the product, rather than their own or their company's vision. One of the advantages that product owners get from engaging with sales teams is hearing their customers language. 

The wrong type of interaction - sales led development without the why

Vasco talks about interactions between salespeople and product owners. The wrong type of interaction is when a salesperson says, "Here's the list of features you need to develop for my customers".  

The right type of interaction - collaboration and engagement

The salesperson could be a great source of insight for the product owner.  Great product owners will engage the salesperson to understand the context around that list of features: why are they being requested?

Salespeople have an incredible mindset in intuitively understanding the customer's business model. Vasco believes that when a product owner can tap into this mindset, they can amplify the customer's business model. But, unfortunately, the majority of the products out there are a burden on customers. They impose tasks or models on the customer rather than help them succeed. 

Focus on how we can serve - Focus on serving other teams in our business as well as external customers, establishing a culture of collaboration, continuous improvement and innovation.

Minimal viable experiment - provides a simple, fast way to test our theories on how we can improve and learn from this. The MVE concept is about developing the minimal viable approach to product development or improvement to share with a customer and gain their thoughts and feedback. 

16:05min There's only one phrase in your customer's mind. And that phrase is there all the time. And the phrase goes like this. What have you done for me lately? And they ask that question from your product every single time they interact with your product. And your product needs to shout that answer all the time. What have you done for me lately? Right? And, of course, it has to be designed with that question in mind, right? We don't add features to a product. We solve problems for a customer.

Brad - Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you’d like to speak to him about how he can help your business, call him on 0402 448 445, or email [email protected]. Our website is www.bradjeavons.com

Vasco - 

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

It is such a pleasure to have on the show today Dr James Coplien. James is a writer, lecturer and researcher in the fields of computer science. He is known for his work on patterns in software, program design. James and Jeff Sutherland and 18 co-authors published the book titled "A Scrum Book, The spirit of the game". This book outlines many of the key patterns of success in achieving high-performance teams. Let's get into the episode. James, thank you so much for joining me today.  

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

05:59min Then we started noticing, if you look at the pictures of these social networks, there are certain configurations that arise again and again in sick organisations. Like highly, highly centralised controlled by managers, or disconnected roles, or time serial sequences. And there are patterns that, that recur in successful organisations, and notably, the pattern that recurred in successful organisations is what I called the mess pattern: it had no recognisable structure.

08:03min And it reminded him, he said, If this were a Gantt chart, or a pie chart, everything all the tasks should be overlapping and reminded him of sashimi on a bowl of rice, overlapping pieces of fish, like overlapping tasks. On a pie chart, we thought, what's the human equivalent of sashimi? And he thought, well, it's people overlapping each other, like people with their arms around each other's shoulders, like a scrum in rugby. And that's where the word Scrum comes from.

1. Patterns of high-performance teams are all about people, and they are a natural social phenomenon.

James mentioned that the patterns of high-performance teams and organisations they have defined are people-based. They are natural patterns based on human traits. James said the swarming pattern, small groups of differently skilled team members gathering regularly to plan, overcome challenges and move forward towards their goal. I have seen this pattern occur in a crisis within highly bureaucratic organisations. The crisis creates collaboration and a swarming approach. Unfortunately, when the crisis is over, people go back to their silos and traditional practices. James provides a great tip around forming small pilot teams or even separate organisations of small groups focused on a new innovative approach and product.

2. Autonomous self-organisation at the front line is key to success.

Autonomy is part of human nature. We all want to be able to create, contribute and play a role in our future. Autonomous small front line teams that have within them the skills and capabilities needed to create excellent outcomes for customers are naturally going to be highly agile and innovative. They are all close to the customer; they have the skills and capability to create and deliver excellent outcomes for customers within their small group. These teams are empowered, motivated and can directly see the results of the work they do for customers. Startup companies evolve from small autonomous front line teams. Unfortunately, as many of these companies grow, they lose this culture. As James mentioned during the show, this does not have to be the case.

Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you’d like to speak to him about how he can help your business, call him on 0402 448 445, or email [email protected]. Our website is

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

Jim Glover, Shingo Award Winner and Group Continuous Improvement Manager  has been involved in Enterprise Excellence for over 30 years, coaching and leading organisations to Shingo prizes. Jim's team focuses on building a stable platform to support everyday continuous improvement. 

The three steps for achieving a continuous improvement culture. 

1. Daily visual management system. Visual information and systems that people have to tap into and interact with to make better decisions. 
2. Problem-solving on root cause at all levels. Identify waste and problems and root cause to find the systemic reason for the occurrence of the waste, gaps, loss.
3. Creating standardised work.

If you're looking through the lens of standardised processes, the waste will jump out. Allow the employee to find the waste and to learn how to improve their work. Inflate your employees and their ability for them to buy-in to their work every day. This culture for continuous improvement is Jim's ideal.

Jim’s LinkedIn Profile: linkedin.com/in/jim-glover-b2387169
Email: [email protected]

It doesn't matter if your front line is a sales team, finance team in an office, software development or warehouse team; the same applies. Spending time where value for customers is created and learning by doing with the front line team is extremely powerful. Jim gave some great insights on how to go about this; making it visual, understanding the root cause, standardising work and coaching and practising with the team as frequently as possible focused on a challenging goal.

The second key takeaway for me was the conversation with Jim on the quality of some of our sporting coaches, both in the big leagues and also weekend sport with our children. The skills these coaches have built to focus their team on the challenging goal motivate them towards this. Learn by observing where the sport is being played and helping each player reach their potential to help the team ultimately—leading culture and behaviour both good and bad to sustain and improve teamwork. It is awe-inspiring; there is so much we can learn from these coaches that would help us in our organisations.

04:20min 

I suppose in many matters, Toyota saved my life or saved my career. They were the ones that were, in fact, they were brutal. They were insistent about continuous improvement and standard work, and those basic fundamentals of stability were just drummed into everybody who provided parts to them. So I learned so much. They simply dragged me through Just in Time, TPS, to always standardise and always improve, to banish waste, understand what it is. 

Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you’d like to speak to him about how he can help your business, call him on 0402 448 445, or email [email protected]. Our website, with a full article is www.bradjeavons.com/podcast

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

My guest George Hodgson is passionate about achieving excellence within Supply Chains. He has worked with organisations such as the Royal Australian Air Force, Army, and the United Nations. George is the Vice President of the Supply Chain and Logistics Association of Australia. 

In government and supply chains, resources rarely increase, but capacity certainly does. This situation could be seen as a negative and potentially destroy a culture with overburden. But if you can rally that culture and help everyone understand the win-win. Rather than burn out, they can improve their process with Lean thinking: removing waste and increasing flow. Capacity naturally lifts, and stress reduces. People become more accustomed to looking for ways to see and implement improvements-a culture of continuous improvement results. Employees create more time to take pressure off and improve safety, and Leaders achieve results.

07:52min 
So when you actually apply lean thinking or six sigma to a process, and people can actually see the benefit of doing that, they're just empowered. They go, "This is amazing". So, certainly empowerment of the people who are part of that process. You need to get buy-in from management. And they need to understand why you're going down this path and how it's actually going to add value. And then once you do that, I think the results speak for themselves.

12:14min 
People can actually start to question and go, Why do we do that? How does that add value? Let's take that away and see how that's going to improve. And the beauty of lean thinking, you know, you can do a Kaizen activity. You can do it instantaneously. You know, you start in the morning, by the afternoon you have a new process that you've implemented. Extremely powerful.

1.    Connecting the wins between employees and leaders reduces work pressure, improves safe and quality of work produced.

Take away number one is about helping front line employees and leaders connect the wins. In government and many supply chain environments, there is a clear aligned win. Continuously improving to help front line employees reduce work pressure, improve safety and quality of work. Whenever people are overburdened in environments like these quality and safety outcomes are not good. Helping teams in resource-scarce environments develop skills in continuous improvement to eliminate waste and help themselves as well as customers is amazing. The leaders in these environments gain the benefit of less pressure as well as improved results.

2.    Training practically and coaching helps develop capability in continuous improvement. 

The second key takeaway train practically is a great approach. Giving people the training and then some ongoing coaching to help them develop capability in a few key continuous improvement approaches is quite simple. It does not take a lot of time and, when delivered practically helps people bridge the knowing-doing gap quickly and achieving results.

Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you’d like to speak to him about how he can help your business, call him on 0402 448 445, or email [email protected]. Our website is www.bradjeavons.com

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

 Welcome to Episode 37 of the Enterprise Excellence Podcast. It is wonderful to have on the show with us today, Felipe Engineer Manriquez. Felipe is an International speaker and practitioner in Lean and Agile. He is committed to sharing decades of construction industry excellence experience as the host of "The EBFC Show" Podcast. He also helps as a member of the Lean Construction Institute (LCI). Felipe is passionate about helping the construction industry, amongst others, to improve and create a better future. Let's get into the episode.  

So, what are Felipe's secret elements to lift construction to a greater level?

1. Take your temperature. Felipe highly recommends "The Machine that Changed the World" by Jim Womack. You need to step back and look at what you have. Don't benchmark. Don't compare yourself to other people. If your work looks complex, you might want to adopt Lean or Agile.
2. Don't add more people or resources. When a project is late, adding more people can delay further. This has been proven in industries like IT and construction and can add more chaos and pressure. Don't throw more money at the project.
3. Plan a little more. Try a daily short (15min) stand-up meeting (Scrum, Huddle) of people who need to deliver actions. What did you accomplish? What are you working on? What help do you need, if any? Don't problem solve in this short stand-up. Instead, identify actions that you could improve on in the future. This daily stand-up improves communication, which enhances flow and performance. People start to help each other.
4. Experiment and learn systematically. 

LinkedIn: engineerfelipe
Pocast: theebfcshow.com

Thank you, Felipe, for coming on our show. You are sharing knowledge to improve construction, a massive, global industry.

07:25min When something is at least 25% efficient, it's considered lean and successful. And you're thinking, like, 25% is terrible. You know, that's like on a Leningrad scale, that's a FFF----. You don't even show up or write your name on the test, probably to get a 25%.

16:56min You've taken your temperature, and you realise that you're not happy. You're frustrated with how things are going. Let's make a change. Let's do what I learned from Jim Womack and people at the Lean Enterprise Institute. Let's do an experiment. Let's try something different. If you just keep doing the same things that you've done. If you're on a one year job or a ten-year job, it doesn't matter. If you maintain the same inputs and outputs and processes, you're going to be in the same state of chaos all the way until the end. So, you've got to what's called the safe to fail experiment. 

25:26min Companies that had this enterprise-wide agility had significantly higher percentages of profitability, employee retention during this tough time. Like here in the United States, we had record-breaking unemployment numbers, where we saw unemployment that was worse than the crash in the 1920s.

There were two key takeaways for me from this episode: 

1. Take your temperature

2. Experiment safely

See our blog for a more detailed summary. Look up enterpriseexcellencepodcast.com

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

Welcome to Episode 36 of the Enterprise Excellence Podcast. I am so pleased to have on the show with me today Xanny Christophersen. Xanny is the Chief Operations Officer of Priestley's Gourmet Delights, one of the leading cake and dessert manufacturers of Asia Pacific.  Xanny has focused her career on excellence for customers, people and the planet. Let's get into the episode. Xanny, thank you for joining us today. 

Before COVID-19, business was excellent, and they were starting to hit some of the EE goals. Their key goals were to embed the EE journey into the organisation through regular huddles, lead and lag measures and to ensure economic viability for their employees. And then COVID-19 hit. Xanny remembers the announcement from Scott Morrison to shut pubs, clubs and restaurants and that we were all going into lockdown. She recalls the tears and the surreal feeling that her family business could lose everything. Overnight, Priestley's lost 90% of their market share. 

How did they pivot through this catastrophe?

Priestley's cut expenses and reduced their exposure to raw ingredients, with use-by dates. Their main focus was to ensure they had a business left for their employees to return to. They went through an Agile Sales journey, and for the first time, rearranged their regional sales teams into smaller, tight channels exploring untapped opportunities. Their experience in Enterprise Excellence prepared them well; they had to pivot fast. Problem-solving, troubleshooting, and carefully analysing untapped markets in the smaller teams opened up new opportunities in the market. Priestley's were back to 60% of sales by August 2020 and have since recovered completely, which we are thrilled to hear.

What were the resulting measures?

The resulting measures were winning independent retail contracts and working with their crucial QSR partners to improve their customer journeys. Xanny had never seen the team more engaged. They have kept a national virtual sales meeting, exploring their sales pipelines. They thought outside the square and gathered data from Uber, finding the cafes to deliver more value to the menu by offering a dessert item. Xanny hopes that we all didn't put too many COVID kilos!

Email: [email protected]

LinkedIn:  https://www.linkedin.com/in/xannychristophersen/

1. Involve everyone in cultural and strategic planning
2. Establish a system for people at all levels to retain focus and execute strategic and cultural improvement.

02:43 min Obviously, people are our future, and so is the environment. So, we wanted to make that we were leaving the environment in a better place than what we started with. It's really important for us that our business is going to be around for future generations and that the environment is left in a better position for future generations. 

14:32 min we've actually kept a national sales meeting on a Wednesday where they talk about their leads, their opportunities, and what's in their sales pipeline.

21:27 min for me, it's about progress, not perfection. There's a lot to learn. You are never going to get everything right the first time around. So its focus on the progress, not on nailing it to perfection. I think for me, Enterprise Excellence is a journey that will never stop. There's always something to learn; there's al

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.

Proudly brought to you in association with S A Partners, a world-leading business transformation consultancy.

Introduction
Welcome to episode 35 of the Enterprise Excellence Podcast. It is terrific to have Pascal Denis and Laurent Simon back for the second episode of this two-part series. Today we will be exploring the 2nd and third swim lane elements from their book Harnessing Digital Disruption.

A fun and bluesy start to this one! Check out Pascal's international blues band here

Overview of the previous episode
Sustained transformation requires these three swimlanes to be run in parallel:

1. good soil - leadership development program, clarity of purpose and strategic logic
2. trunk - flex your innovation muscles and maintain it
3. fruits - protect core business and ignite new growth

The foundation of digital literacy, leaders leading by example, enabling the right behaviours, enabling suitable investments to drive business is vital. How do you balance the contradictory objectives: protect core business while investing in building the future with a new business model? We dove into Swimlane 1 in episode 34, and if this is of interest to you, please listen to that here #34 Harnessing Digital Disruption with Pascal Dennis and Laurent Simon - part 1 of 2. 

Summary
In this episode, we will deep dive into: 

• Swimlane #2 - Develop your Digital Innovation Capability, Your Innovation Muscle, Team of Capable Innovators
• Swimlane #3 - Deploy Impactful Innovation Projects
• The Four Battles to Fight and Win

We have provided many soundbites of this episode, and will make them available on our YouTube channel.

Swimlane #2 - Develop your Digital Innovation Capability
Pascal and Laurent believe that there should be 1 per 100 innovators in your organisation, and supporting them well is vital. This swimlane involves them installing a pragmatic, scalable innovation system at your company.
There are four elements to the innovation system that Pascal and Laurent's team installs.

1. The Pragmatic Innovators Framework
2. The Pragmatic Innovators Academy
3. The Pragmatic Innovators Network
4. Focused Interventions

Swimlane #3 - Deploy Impactful Innovation Projects

1. 101 Build the right culture - enrich the soil
2. 201 Build digital innovation capability - strengthen the trunk of the tree
3. 301 and 302 Deliver successful innovation projects.

The Four Battles to Fight and Win

1. Fear
2. Remove guesswork
3. Scatter or diffusion of effort
4. Ignorance

Two-minute tip on harnessing digital disruption?  

44:26min Laurent: For me, it would be focus on customer journey reform because that's the most effective, scalable and proven way to reform your company. So, if you gradually turn your projects into customer journey initiatives, then you're you're on the right track.

Pascal: And I would add, to sustain the transformation. Build the soil, the leadership, culture, vision, digital hypothesis and strategy. Build the muscles, you know, you're pragmatic innovators, all the things we've talked about today. And then, with respect to the fruit, define your innovation portfolio. Make sure everything fits together. They link to one another. They link to your overall aspiration, and then you've got a good chance at sustaining it.

To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.