Practical Ways to Lead an Innovative Organization
Practical Ways to Lead an Innovative Organization
Modern Management Made Easy, Book 3
About the Book
Can you, as a manager, lead innovation? Yes. Although, you might never have seen innovation in management—and that’s a problem. You are not alone.
Innovative leaders encourage change. They create just enough organizational rules. Those rules help people and teams make good decisions.
Based on research, backed up by personal stories, you'll see how modern managers create innovation throughout the organization.
Through questions and stories, learn how you can:
· Use the seven principles of modern management to create an environment where the managers work in teams.
· Increase the organization's ability to deliver your products and services.
· Plan by value.
· Welcome experiments and learn from them.
· Invite change, instead of fear it.
· And, much more.
With its question and myth, each chapter offers you options to rethink how you can create innovation in management and across the organization.
You'll see how common—but ill-advised—management practices prevent great business outcomes. Instead, learn how to lead innovation in management and across the organization. Your customers and teams will both be delighted.
Become a modern manager. Learn to lead an innovative organization.
About the Author
Bundles that include this book
Table of Contents
- Praise Quotes
- Acknowledgments
- Introduction
-
1. Encourage Management Innovation
- 1.1 Consider These Innovation Leadership Principles
- 1.2 Start With Why
- 1.3 Manage for Effectiveness
- 1.4 Environment Shapes Everyone’s Behavior
- 1.5 Encourage Management Flow Efficiency
- 1.6 Create a Congruent Organization
- 1.7 Create Integrity in the Organization
- 1.8 Manage for Change and Innovation
-
2. Does Management Require Practice?
- 2.1 Myth: Management Doesn’t Need Practice
- 2.2 Increase Management Capability
- 2.3 Create Your Management Cohort
- 2.4 Options to Practice Management
-
3. Should We Treat Everyone the Same Way?
- 3.1 Myth: We Must Treat Everyone the Same Way
- 3.2 Everyone Wants Something Different
- 3.3 Options for Fair Treatment
-
4. Must We Manage Performance?
- 4.1 Myth: Performance Management Creates Employee Engagement
- 4.2 Performance Management Creates Disengagement
- 4.3 Ranking People Creates Disengagement
- 4.4 What Creates Employee Engagement?
- 4.5 Options to Manage Salary Expenses
- 4.6 Individual Bonuses Create Disengagement
- 4.7 Options to Create Engagement
-
5. Which Teams Are the Best?
- 5.1 Myth: I Can Compare Teams and It’s Valuable to Do So
- 5.2 Individuals and Teams Perform Incomparable Work
- 5.3 Measure Flow, Not Productivity
- 5.4 Verify the Team’s Objectives
- 5.5 Options To Support Teams to be Their Best
-
6. Does Competition Between Teams or Managers Work?
- 6.1 Myth: Friendly Competition Is Constructive
- 6.2 “Friendly” Competition Never Is
- 6.3 What Are Your Objectives?
- 6.4 Ask the Teams for the Results You Want
- 6.5 Recognize Competition
- 6.6 Options to Avoid Competition
-
7. What Kind of Physical Space Works?
- 7.1 Myth: We Only Need One Kind of Space
- 7.2 Knowledge Workers Need a Variety of WorkSpaces
- 7.3 How Knowledge Workers Use Space
- 7.4 Options to Create Necessary Workspaces
-
8. Don’t We Need Estimates to Plan?
- 8.1 Myth: I Need Estimates to Plan
- 8.2 Understand an Estimate’s Value
- 8.3 Plan by Value
- 8.4 Use Value to Assess Your Work
- 8.5 Options to Move to Value-Based Planning
-
9. Must We Utilize Everyone at 100%?
- 9.1 Myth: 100% Utilization Works
- 9.2 How Did We Get Here?
- 9.3 Why 100% Utilization Doesn’t Work for People
- 9.4 Agile and Lean Approaches Make the Myth Transparent
- 9.5 Can We Accommodate Fast Switching?
- 9.6 Options to Avoid 100% Utilization
-
10. Can’t I Move People From Project to Project?
- 10.1 Myth: I Can Move People Like Chess Pieces
- 10.2 Managers Can’t Please Everyone
- 10.3 Say No
- 10.4 Visualize the Work at All Levels
- 10.5 Flow Projects Through Teams
- 10.6 Capitalize on Each Person’s Individualities
- 10.7 Options to Collaborate on the Project Portfolio
-
11. Don’t People Already Know How to Do Their Jobs?
- 11.1 Myth: We Have No Time for Training
- 11.2 Training Is a Necessary Part of Knowledge Work
- 11.3 Make Time for Conferences, Too
- 11.4 Capitalize on Curiosity
- 11.5 Evidence That People Need Training
- 11.6 Options for Training
-
12. Doesn’t Lower Salaries Mean Lower Project Cost?
- 12.1 Myth: Lower Wages Mean Less Expensive Projects
- 12.2 Project Cost Is More Than Wage Cost
- 12.3 Visualize Your Team’s Cycle Time
- 12.4 Cost of Delay Affects Any Project, Agile or Not
- 12.5 Hire Smart Teams, Not Solo People
- 12.6 Options to Lower Cycle Time and Project Costs
-
13. Who Has the Power to Decide?
- 13.1 Myth: I Can Standardize How Other People Work
- 13.2 Standards Create a False Sense of Security
- 13.3 Imposing a Standard Removes Autonomy
- 13.4 Policies and Procedures Prevent People from Thinking
- 13.5 Standards Create Brittle Systems
- 13.6 Power Derives from Decisions (and Hierarchy)
- 13.7 Guidelines and Constraints Build Adaptability and Resilience
- 13.8 Create a Safe and Transparent Environment
- 13.9 Options to Address Decision Power
-
14. Isn’t the Organization a Well-Oiled Machine?
- 14.1 Myth: I Can Manage by Spreadsheet
- 14.2 Embrace Management “Messiness”
- 14.3 Data Helps Management Decisions
- 14.4 Consider Measures that Enhance Innovation
- 14.5 Management is All About People
- 14.6 Options to Create an Opportunistic Culture
-
15. Where’s the Quick Fix or Silver Bullet?
- 15.1 Myth: We Need a Quick Fix or a Silver Bullet
- 15.2 Know Your Business Reason for Any Change
- 15.3 There is No Quick Fix or Silver Bullet for Culture
- 15.4 Beware of Management Fads
- 15.5 Reframe Change as Experiments
- 15.6 Options for Change
-
16. Where Will You Start Leading an Innovative Organization?
- 16.1 Does Your Organization Require Innovation?
- 16.2 Reinforce a Culture of Innovation
- 16.3 Assess Your Current Actions
- 16.4 Change Your Behaviors First
- 16.5 You Don’t Have to be Perfect
- 16.6 Is an Innovation Culture For You?
- Annotated Bibliography
- More from Johanna
- Notes
About the Publisher
This book is published on Leanpub by Practical Ink
Johanna Rothman's books on leanpub. Practical, frank, and often humorous tips you can put to work right now.
The Leanpub 60 Day 100% Happiness Guarantee
Within 60 days of purchase you can get a 100% refund on any Leanpub purchase, in two clicks.
Now, this is technically risky for us, since you'll have the book or course files either way. But we're so confident in our products and services, and in our authors and readers, that we're happy to offer a full money back guarantee for everything we sell.
You can only find out how good something is by trying it, and because of our 100% money back guarantee there's literally no risk to do so!
So, there's no reason not to click the Add to Cart button, is there?
See full terms...
80% Royalties. Earn $16 on a $20 book.
We pay 80% royalties. That's not a typo: you earn $16 on a $20 sale. If we sell 5000 non-refunded copies of your book or course for $20, you'll earn $80,000.
(Yes, some authors have already earned much more than that on Leanpub.)
In fact, authors have earnedover $13 millionwriting, publishing and selling on Leanpub.
Learn more about writing on Leanpub
Free Updates. DRM Free.
If you buy a Leanpub book, you get free updates for as long as the author updates the book! Many authors use Leanpub to publish their books in-progress, while they are writing them. All readers get free updates, regardless of when they bought the book or how much they paid (including free).
Most Leanpub books are available in PDF (for computers) and EPUB (for phones, tablets and Kindle). The formats that a book includes are shown at the top right corner of this page.
Finally, Leanpub books don't have any DRM copy-protection nonsense, so you can easily read them on any supported device.
Learn more about Leanpub's ebook formats and where to read them
