【第307回】Gary Hamel, “What matters now”

Based on this title, the author explains five factors which matter in current and near future surrounding business environments.

The title of Section 1 is ‘Values matter now’.

Now think about Michelangelo, Galileo, Jefferson, Gandhi, William Wilberforce, Martin Luther King Jr., Mother Theresa, and Sir Edmund Hillary. What were the ideals that inspired these individuals to acts of greatness? Was it anything on your list of commercial values? Probably not. Remarkable contributions are spawned by a passionate commitment to timeless human values, such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage, and honor. (kindle ver No. 905)

It may be important for us to seek for economical value in our business. But, to win a lot of commercial value doesn’t keep on making us feel excited. From the broader and long viewpoint, seeking for our own human value motivates us strongly and deeply.

Section 2 is about innovation.

You have to start with observation because it’s the only way to illuminate the subtle nuances about how people actually get things done, or don’t get things done, and it’s these deep insights that lead to powerful new ideas. Intellectual experimentation is equally critical because there’s no way to generate real breakthroughs unless people are willing to explore a lot of options in a divergent way. Finally, rapid and inexpensive prototyping is the most efficient way to move an idea from concept to reality. By “building to think” instead of “thinking about what to build,” an organization can dramatically accelerate its pace of innovation. (kindle ver No. 1249)

Cited as above is the word said by Tim Brown, CEO of IDEO. When we think about innovation, we tend to be focused on output. But, according to Tim Brown, observation is the first and most important step to make some innovations.

Section 3 explains the importance of adaptability.

To be an adaptable company, it is needed for us to have adaptable mindset. There are four factors which the author suggests.

(1)Challenge AssumptionsTo uncover conventional beliefs, you have to challenge yourself to image how you might achieve unconventional outcomes. (kindle ver No. 2346)

(2)Invest in Genetic DiversityChange usually takes a catalyst, and the best catalyst in my experience is someone whose views and life experiences differ considerably from your own. (kindle ver No. 2365)

(3)Encourage Debate and Dialectic ThinkingThe best leaders are the ones who get the most options on the table before making a decision, and the most adaptable companies will be those that encourage folks to voice heretical viewpoints. (kindle ver No. 2365)

In section 4, passion is drawn as an important factor. To explain this factor, the author cites the case at BNZ, the Bank of New Zealand.

“The freedom to open when you want may not be the biggest thing we’ve done, but it’s the most symbolic in terms of telling people, ‘We trust you, and we’re serious about empowering you.’” (kindle ver No. 3131)

To be trusted is one of the most powerful passion and power to motivate employees.

The key message of Section 5 is ideology.

What you won’t find in either of these companies is a formal hierarchy, a trickle-down power structure, or employees who feel like serfs. What you will find is a dynamic balance of yin and yang, of freedom and discipline, of accountability and autonomy. (kindle ver No. 3460)

In order for us to adapt the changing business environment, there is no denying the essence of accountability and autonomy.

Walter Isaacson, “Steve Jobs” (again)
Brad Stone, “the everything store”
Sheryl Sandberg, “LEAN IN”