The worst place to develop a new business model is from within your existing business model. – Clayton Christensen
“People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.” – Peter Drucker
“Courage is grace under pressure.” – Ernest Hemingway
We all need “white space” in our lives. White space allows us to think, be creative, be strategic, focus on what counts, do something fun, laugh, cry or a combination of all these things.
I usually factor “white space” into a project because it provides you or the project manager the opportunity to pause, reflect and tailor actions before things go too far in the wrong direction.
White space is not only reflection. White space is planning, thinking, future looking, story building time that allows us as human beings to remember we are human. Check for mistakes, celebrate a success, write that thank you letter or start that side project you have always wanted to do.
Don’t be a “copy cat”. We want to hear your voice, your ideas, your work. Be authentic and true. Write with mistakes and correct them later. Go with the flow of your ideas and you will see that it leads you to somewhere that no one else could have imagined or written down. You cannot copy inspiration. Intelligence. Wit. Yourself.
If you do copy. Do so gracefully. State where you took the information. Hat tip your source. Thank someone who inspired you.
If you copy and take praise, remember that it is not professional and you lose moral authority as a person or entity or project you are associated with. Although the source may never find out, you will know that you did and that’s what matters.
Strategy + Business published an article about Adidas reconnecting with its past in order to inspire its future. It reminded me of a discussion we had this week while we were “ideating” for the future of one of our organization’s business units; I mentioned the unit’s “legacy” and how this presents challenges and opportunities for the organization going forward.
In the cited article, the authors talk about how Apple, Adidas, Lego, Burberry and others came to a point where each company:
…realized that it had a distinctive history rich with memories, experiences, and signature processes that could be used to design the future — not through a slavish adherence to tradition, but through thinking differently about strategy, innovation, and products.
People and organizations all go through moments when they fail. Sometimes organizations never recover and slowly become irrelevant to their stakeholders. Case in point: Netflix vs. Blockbuster.Embed from Getty Images
Last year at the Peter Drucker Global Forum I heard Nilofer Merchant talk about “seeing around corners” in order to understand what we should expect as leaders of organizations. For those companies who have a legacy, a history, a track-record, a story, a “tribe” – sometimes it is a matter of looking at “signature” products/services/processes/experiences in a new way. Successful businesses (past, present and future) connect with stakeholders in a unique way: bringing out the best and brightest of the brand, its clients and the overall organization.