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Leadership for Innovation: How to Organize Team Creativity and Harvest Ideas
Innovate or that is the stark challenge facing all businesses today. Creating an innovative climate is essential for positive organizational change, and this demands leaders who can bring about this change. John Adair looks at the links between leadership, creativity, and change. He explores every aspect of this vital business topic in his classic style. This new book will help leaders of all types meet the challenges of innovation and achieve profitable growth through team creativity. Using case studies of Google, Honda, and 3M, Adair covers topics such as the characteristics of innovators, organizing for team creativity, expectations of creative people, creative leadership, managing the criticism of ideas, harvesting ideas, and overcoming resistance to change.
- GenresLeadership
134 pages, Hardcover
First published August 1, 1944
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About the author
John Adair
174 books84 followersJohn Eric Adair is a British academic who is a leadership theorist and author of more than forty books (translated into eighteen languages) on business, military and other leadership.
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December 12, 2020 three most powerful question [ What business are we in? Where are we now? Where do we want to be in three to five years’ time?]
Where might we be in 10 years’ time? What are our strengths and weaknesses? Have we the resources to implement our strategic plans? What might be the main threats to our competitors? Have we a capability for dealing with the unexpected or the unknown?
‘What needs to be done in war is simple, but in war it is very difficult to do simple things.’ Business is certainly like the war in that respect.
British entrepreneur Richard Branson is among those who have brought their public companies back into private ownership. He resented what he sees as too much emphasis on producing short-term profits at the expense of long-term growth. ‘Being private enables us to adopt the Japanese approach of building market share slowly and then waiting for profits,’ says Branson. ‘Most of the year, running a public company was spent worrying about next year’s profits. Since going private, I haven’t once asked for a profit forecast.’
as the proverb says, ‘If you are not part of the solution, you are part of the problem.’
‘There are risks and costs to a program of action,’ said John F Kennedy. ‘But they are far less than the long-range risks and costs of comfortable inaction.’ In other words, if you take risks you may make mistakes, but if you do not take risks you are doomed to failure.
Risk is the brother of innovation. As the Japanese proverb says: ‘Unless you enter the tiger’s den you cannot take the cubs.’
history of HONDA and great innovation
15. The seven key functions of a strategic leader are 1. providing a clear sense of direction; 2. strategic thinking and strategic planning; 3. making it happen; 4. relating the parts of the organization to the whole, so that it works as a team; 5. relating the organization to allies and partners, and to society as a whole; Leadership for Innovation 64 6. releasing the corporate energy and creativity within the organization; 7. selecting and developing today’s and tomorrow’s leaders.
16. Like a ship, your business is sailing through difficult seas under the lowering skies of a difficult world economy. You have to contend with the forces of tide, wind and current.
17. Without systems and proper controls sensibly applied, there can be no organization worthy of the name. It requires leadership and management to achieve productive order without sacrificing freedom and creativity.
18. ‘I don’t want any yes-men around me. I want everyone to tell the truth even if it costs them their jobs!’
19. When it comes to innovation there has to be a premium on youth. Young people tend to be more future-oriented.
20. Recognition and appreciation, For example, winning a Nobel prize means a great deal to a research scientist. Scientists, in particular, are often competitive and achievement-oriented. Recognition matters much more to them than money
Where might we be in 10 years’ time? What are our strengths and weaknesses? Have we the resources to implement our strategic plans? What might be the main threats to our competitors? Have we a capability for dealing with the unexpected or the unknown?
‘What needs to be done in war is simple, but in war it is very difficult to do simple things.’ Business is certainly like the war in that respect.
British entrepreneur Richard Branson is among those who have brought their public companies back into private ownership. He resented what he sees as too much emphasis on producing short-term profits at the expense of long-term growth. ‘Being private enables us to adopt the Japanese approach of building market share slowly and then waiting for profits,’ says Branson. ‘Most of the year, running a public company was spent worrying about next year’s profits. Since going private, I haven’t once asked for a profit forecast.’
as the proverb says, ‘If you are not part of the solution, you are part of the problem.’
‘There are risks and costs to a program of action,’ said John F Kennedy. ‘But they are far less than the long-range risks and costs of comfortable inaction.’ In other words, if you take risks you may make mistakes, but if you do not take risks you are doomed to failure.
Risk is the brother of innovation. As the Japanese proverb says: ‘Unless you enter the tiger’s den you cannot take the cubs.’
history of HONDA and great innovation
15. The seven key functions of a strategic leader are 1. providing a clear sense of direction; 2. strategic thinking and strategic planning; 3. making it happen; 4. relating the parts of the organization to the whole, so that it works as a team; 5. relating the organization to allies and partners, and to society as a whole; Leadership for Innovation 64 6. releasing the corporate energy and creativity within the organization; 7. selecting and developing today’s and tomorrow’s leaders.
16. Like a ship, your business is sailing through difficult seas under the lowering skies of a difficult world economy. You have to contend with the forces of tide, wind and current.
17. Without systems and proper controls sensibly applied, there can be no organization worthy of the name. It requires leadership and management to achieve productive order without sacrificing freedom and creativity.
18. ‘I don’t want any yes-men around me. I want everyone to tell the truth even if it costs them their jobs!’
19. When it comes to innovation there has to be a premium on youth. Young people tend to be more future-oriented.
20. Recognition and appreciation, For example, winning a Nobel prize means a great deal to a research scientist. Scientists, in particular, are often competitive and achievement-oriented. Recognition matters much more to them than money
March 15, 2019
Many good tips about innovation
Displaying 1 - 2 of 2 reviews