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Collective Genius: The Art and Practice of Leading by Linda A. Hill

By Linda A. Hill

Why can a few firms innovate repeatedly, whereas such a lot cannot?

You may possibly imagine the main to innovation is attracting remarkable inventive expertise. Or making the ideal investments. Or breaking down organizational silos. All of these items may well help—but there’s just one strategy to be sure sustained innovation: you must lead it—and with a unique form of management. Collective Genius indicates you the way.

Preeminent management student Linda Hill, besides former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, came upon between leaders a commonly shared, and incorrect, assumption: “good” chief in all different respects could even be a good chief of innovation. as a matter of fact, best innovation takes a particular form of management, person who unleashes and harnesses the “collective genius” of the folk within the organization.

Using shiny tales of person leaders at businesses like Volkswagen, Google, eBay, and Pfizer, in addition to nonprofits and foreign executive businesses, the authors express how profitable leaders of innovation don’t create a imaginative and prescient and take a look at to make innovation occur themselves. fairly, they bring about and maintain a tradition the place innovation is authorized to occur back and again—an setting the place everyone is either willing and able to do the exertions that cutting edge challenge fixing requires.

Collective Genius won't simply motivate you; it is going to provide the concrete, sensible counsel you want to construct innovation into the material of your business.

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Extra resources for Collective Genius: The Art and Practice of Leading Innovation

Example text

But he distinguished between rejection of his idea and rejection of him as a person—a common distinction at Pixar. He had felt free and safe to make his animated suggestions, to put himself literally “out there,” because he and everyone else in the room shared the same goal—to produce the best film possible—and they all knew it took a hundred ideas to find the right one. As leaders of innovation deal with this paradox of support and confrontation, they face danger at both extremes. Confrontation can stifle the willingness of people to offer ideas.

The leader’s challenge is to help an organization move Â�appropriately between “unleash” and “harness” on each of the six scales in a process of continuous recalibration. The right position at any moment will depend on specific current circumstances. But the goal will always be to take whatever positions enable the collaboration, experimentation, and integration necessary for innovation. Leaders who live on the harness side will never unleash the full slices of genius in their people. And those who always stay on the unleash side will have constant chaos and never solve any problems for the collective good.

In the right organizational context, with the right leadership, a group can amplify the diverse talents and ideas of its individual€members. 6 As intuitive as it sounds, this characteristic also contradicts yet another myth of innovation, that great new ideas spring in full and final form from the mind of the inventor, ready to be applied. Innovation rarely works that way, and that’s why the innovation process is usually so messy, which is what we tried to convey in figure 1-2 of the real CG movie-making process.

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