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Get a Common Language to Innovation with Russ Schoen
In this episode we cover :
The quest for sustainable innovation continues from E1. In this episode you get to understand at a deeper level where your unique creative thinking fits into innovation, how this feeds into the collaboration of the team and organization. Russ Schoen, shares case studies from around the world of how people have used FourSight to turn up the volume on their performance and move out tension into collaboration to solve complex business challenges within the likes of start-ups and Estee Lauder.
In this episode we unpack deeper how FourSight has been used globally to help teams and organizations solve complex business challenges across industries and company size.
Understanding our lens for problem solving
- It helps unlock what your preferred approach and style is when solving a challenge.Do you prefer to solve within the lens of clarifying, ideating , developing, implementing or a combination? All four are needed to create sustainable innovation.
- Russ, shares the highs and lows of each preference type, where they thrive, where they might get stuck, and what to do to make that preference type be happy.
- The lows for each type are analysis paralysis (clarifier), project leaping (ideator), perfectionism, (developer), control (implementer).
- Teams that do not perform as smoothly, are not aligned on what is needed at the moment in the project, as teams tend to be blind to individual preferences when engaging in problem solving.
- Knowing our preference lets us make sure that each phase in innovation gets the due attention.
- We are able to short cut conflict when we spend and put the energy in right place.
What shall we do when we do not have all the preferences in a team?
Our preference is not ability. For those moments we can use tools to make jobs easier, to bolster where we do not currently have a preference.
What happens when we are not aware of our blind spots?
- Blind spots to preferences have helped explained symptoms in organizations. For example a company started laughing when it was revealed that they were skewed heavy in ideating and implementation. It helped explain why their 30-35 SKUs had failed when they went to market.
- It also explained conflict and tension within an organization where the leadership were heavy Implenentors and the managers heavy Clarifiers.
Departmental Preference Skew
- Certain departments have been identified as leaning heavier into certain preferences than others:
- Marketing - ideator /Implentor
- Engineer & Accounting - clarifier/ developer
- Sales - implentors
How to Outperform Others
- An independent IBM study showed that teams who were aware of their FourSight profile and had a problem solving process to follow tended to outperform other teams when delivering innovation, as they were aware of their blind spots and were able to ensure that they touched base with each stage integral to delivering innovation.
Who is this for?
- This is for teams who want to take it up a notch and create higher performance, as well as for teams who are experiencing tension.
- This can benefit Start-Up organizations to infuse more structure as well as it has been proven with Este Lauder.
For an even deeper dive into how to unlock the creative potential of your organization, you can get in contact with Russ Schoen at [email protected], or myself at www.hihellosura.com.
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By Sura Al-Naimi
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In this episode we cover :
The quest for sustainable innovation continues from E1. In this episode you get to understand at a deeper level where your unique creative thinking fits into innovation, how this feeds into the collaboration of the team and organization. Russ Schoen, shares case studies from around the world of how people have used FourSight to turn up the volume on their performance and move out tension into collaboration to solve complex business challenges within the likes of start-ups and Estee Lauder.
In this episode we unpack deeper how FourSight has been used globally to help teams and organizations solve complex business challenges across industries and company size.
Understanding our lens for problem solving
- It helps unlock what your preferred approach and style is when solving a challenge.Do you prefer to solve within the lens of clarifying, ideating , developing, implementing or a combination? All four are needed to create sustainable innovation.
- Russ, shares the highs and lows of each preference type, where they thrive, where they might get stuck, and what to do to make that preference type be happy.
- The lows for each type are analysis paralysis (clarifier), project leaping (ideator), perfectionism, (developer), control (implementer).
- Teams that do not perform as smoothly, are not aligned on what is needed at the moment in the project, as teams tend to be blind to individual preferences when engaging in problem solving.
- Knowing our preference lets us make sure that each phase in innovation gets the due attention.
- We are able to short cut conflict when we spend and put the energy in right place.
What shall we do when we do not have all the preferences in a team?
Our preference is not ability. For those moments we can use tools to make jobs easier, to bolster where we do not currently have a preference.
What happens when we are not aware of our blind spots?
- Blind spots to preferences have helped explained symptoms in organizations. For example a company started laughing when it was revealed that they were skewed heavy in ideating and implementation. It helped explain why their 30-35 SKUs had failed when they went to market.
- It also explained conflict and tension within an organization where the leadership were heavy Implenentors and the managers heavy Clarifiers.
Departmental Preference Skew
- Certain departments have been identified as leaning heavier into certain preferences than others:
- Marketing - ideator /Implentor
- Engineer & Accounting - clarifier/ developer
- Sales - implentors
How to Outperform Others
- An independent IBM study showed that teams who were aware of their FourSight profile and had a problem solving process to follow tended to outperform other teams when delivering innovation, as they were aware of their blind spots and were able to ensure that they touched base with each stage integral to delivering innovation.
Who is this for?
- This is for teams who want to take it up a notch and create higher performance, as well as for teams who are experiencing tension.
- This can benefit Start-Up organizations to infuse more structure as well as it has been proven with Este Lauder.
For an even deeper dive into how to unlock the creative potential of your organization, you can get in contact with Russ Schoen at [email protected], or myself at www.hihellosura.com.