Index – Kill the Company: End the Status Quo, Start an Innovation Revolution

Index

A

accountability, 32, 141

Acer, 29–30

active collaboration, 121, 131–135

adaptability, 92–93

Aeron chair, 100

agility, 15, 16, 92–93, 95, 104–107, 114

interview questions on, 209

alien approach, 104

Altshuller, Genrich, 195

AlumniAthlete Network, 111

Amazon, 30–31

American Customer Satisfaction Index, 34

American Express, 136–137

AOL, 30

aspiration, 9

Assumption Reversal, 16, 17, 127–128, 193–195

audience for, 193

how to use, 193–194

key take-away from, 195

when to use, 193

why it works, 193

assumptions

challenging, 47

Kill the Company and, 53

questioning, 83–85

attitudes

continuous learning and, 136–139

in positive vs. negative vs. complacent cultures, 44

automotive companies, 99

BMW, 123–124

Nissan, 105–106

autonomy, 107, 153–154, 160–161

awareness, 47

B

baby boom, 121

barriers, 63–64, 70

Kill a Stupid Rule and, 71–74

resilience and, 107–109

behavior, 116–139

active collaboration, 121, 131–135

challenge the status quo, 120, 124–128

changing, time required for, 102–103

continuous learning, 121, 136–139

core values and, 117–119

focus on the future, 120, 121–124

identifying, 211

importance of, 120–121

learned, 41–43

modeling, 153–154

in positive vs. negative vs. complacent cultures, 44

reimagining the organization and, 116–119

smart risk identification/investment, 121, 128–131

benchmarks, 4, 5, 7–10

Berisford, John, 81

Best Buy, 134–135

best practices, 102–103

Bezos, Jeff, 30–31, 128–129

big-picture thinking, 77–78

bikedispenser, 39

Bird, Brad, 138

BlackBerry, 20

BMW, 123–124

Boston Consulting Group, 31–32

brainstorming, 53. See also Killer Queries

Assumption Reversal and, 127–128

blamestorming vs., 163–164

case study on, 146–147

Forced Connections in, 104

in Kill the Company, 64–68

at McGraw-Hill, 79–81

Burnett, Mary Beth, 144

C

capabilities for the future, 91–115

mapping, 135

soft skills, 91–95

Carey, Joan, 81

Catey, Joan, 79

champions, 37, 143–144

change

agility and, 104–107

case study on driving, 140–166

champions of, 37, 143–144

complacency and, 40–41

created by employees for employees, 23

discomfort in, 48, 153

getting started with, 210–212

initiatives, failed efforts at, 21

intentional, 23

iterative process in, 24–25

Kill a Stupid Rule and, 85–86

little, with big impact, 24

making it stick, 21–25

from the middle, 60–62

in positive vs. negative vs. complacent cultures, 45–46

time for, 102–103

change agents, 22, 61–62, 143–144

Chernago, Mike, 29

Cialdini, Robert, 43

Citi ThankYou Rewards mobile app, 134–135

clinical trials, 126–127

collaboration, 33, 45

active, 121, 131–135

case study on, 146–147

Commerce Bank, 71

commitment, 211

communication

case study on, 163–164

in Kill the Company, 66

mixed messages in, 4–6

competition and competitors

friendly, between teams, 164

viewing through the eyes of, 52

Competitor’s Ability to Implement grid, 55, 173

complacency, 19, 26–28, 40–41

conformity and, 41–43

Kill a Stupid Rule and, 84–85

Conceptual Age, 94

conformity, 41–43, 47–48

Connect + Develop strategy, 133–134

Container Store, The, 117–119, 120

core values, 117–119

corporate culture, 5, 26–49

agility and, 106–107

aspiration and, 9

behavior and, 139

challenging the status quo and, 124–128

of collaboration, 131–135

complacent, 40–41

complacent vs. negative, 26–28

conformity in, 41–43

conservative, 141

continuous learning in, 136–139

creativity and, 20–21

killers in, 33

output obsession in, 28–31

positive vs. negative vs. complacent, 44–46

processes as, 31–36

reimagining, 116–119

skepticism in, 37–40

thought starters on, 176–177

Corporate Culture Study, 2011, 76–78

creativity, 20–21

in Kill the Company, 64–68

Open to Big Ideas and, 38–39

playtime and, 162–163

problem solving and, 102–104

rewarding, 47–48

skills, 92

critical thinking, 7–10

Cub Foods, 125

cues, 47

Culture Maps, 148–149

customers, Killer Queries about, 58, 177–178

customer satisfaction, 34

D

Daly, Jim, 140–141, 142, 155

decision making

creative problem solving and, 102–104

independence in, 160–161

in positive vs. negative vs. complacent cultures, 45–46

differentness, feeling of, 155–157

discomfort, embracing, 48

disengagement, 3–4

dissention, 43

dreaming with purpose, 95

Dylan’s Candy Bar, 95–96

Dyson, James, 103

E

electric cars, 105–106

e-mail, 77–78, 87

change program invitation, 145

“reply all,” 85–86

scanning, 124

thank-you notes, 164

Embody chair, 100–101

empowerment, 3–4

case study on, 153–154

change agents and, 22

complacency and, 40

Kill a Stupid Rule and, 84

Kill the Company tool and, 52

without action, 33

engagement, 64, 146–147

persistence and, 155–156

evaluation, 211–212

executives

change from, 60

impact of managers vs., 61

mixed messages from, 4–5

on skill sets, 92

experimentation, encouraging, 138

F

failure

comfort with, 164, 165

continuous learning and, 136–139

rate of, setting acceptable, 131

rewarding, 26

support for, 9

fear, 26, 37, 39

feedback, 40, 65–66, 154–155

financial results

creativity and, 92

customer satisfaction and, 34

focus on, 4

obsession with, 28–31

financial services case study, 140–166

Fischer, Mark, 158, 160, 163–164

flexibility, 30–31

focus

on capabilities for the future, 91–115

creativity and, 65

on the future, 120, 121–124

multitasking and, 76–77

Food and Drug Administration, 126

Forced Connections, 104, 156–157, 191–193

audience for, 191

how to use, 192

key take-away from, 193

when to use, 192

why it works, 191

Foreign Policy, 27–28

Fortune 500, 61

40 New Opportunities, 17–18, 195–201

audience for, 196

how to use, 196–199

key take-away from, 201

thought starters for, 200

when to use, 196

why it works, 195

Friedman, Thomas, 27–28

From Impossible to Possible, 108–109, 182–185

audience for, 182

how to use, 183–185

when to use, 182–183

why it works, 182

future

capabilities for, 91–115

focus on, 120, 121–124

readiness for, 213–219

thinking about trends and, 97, 121–124

futurethink, 217

Futurist Sources, 19, 204–206

G

General Electric, 26

Ghosn, Carlos, 105–106

Gilligan, Ed, 136–137

“give and get” sessions, 135

Gizmodo, 101

Global CEO Study, 2010, 92

Global Innovation Outlook, 110–112

Goldstein, Noah, 43

groupthink, 43

growth vs. maintenance, 8

guardrails vs. handcuffs, 118

H

handcuffs vs. guardrails, 118

health care, 99, 125–126

Herman Miller, 100–101

Home Depot, 34

I

IBM, 27–28, 92, 110–112

focus on the future in, 122

idea

Continuum of in Kill the Company, 54

generation worksheet, 171, 183–185

Idea Continuum, 54, 171

Idea Police, 158

ideas

evaluating, 154–155

focus on what’s right with, 40

openness to, 37–40

Open to Big Ideas, 38–39

imagination, strategic, 12, 15, 95–98

Impact on Business grid, 72–73

impatience, 29

improvements, 6

incentives and rewards

for creativity, 47–48

for failure, 26

Killer Queries and, 60

for risk-taking, 129–130, 131

inclusivity, 33

Incredibles, The, 138

independence, 147, 160–161

Information Age, 94

innovation

corporate culture for, 9

created by employees for employees, 23

financial results pressure and, 36

focus on the future and, 122

improvements vs., 6

initiatives, 6

metrics for, 35–36

mixed messages about, 4–6

output obsession and, 28–31

in positive vs. negative vs. complacent cultures, 45

process focus and, 31–36

professional skeptics and, 37–40

self-evaluation on, 10–19

thinking time and, 7–10

time for, 32

traditional paths to success and, 5–6

urgency and, 27–28

Innovation Diagnostic, 10–19

Innovation Toolkit, 168–212. See also individual tools

Assumption Reversal, 16, 17, 127–128, 193–195

Forced Connections, 104, 156–157, 191–193

40 New Opportunities, 195–201

Futurist Sources, 19, 204–206

getting started with, 210–212

From Impossible to Possible, 108–109, 182–185

Kill a Stupid Rule, 17, 71–74, 78–85, 157, 180–182

Killer Queries, 16, 56–60, 174–179

Kill the Company, 169–174

Picture the Future, 16, 17, 98, 149–150, 185–188

PPCO, 188–191

PPCO (Pluses, Possibilities, Concerns, and Overcome), 18, 154–155, 188–191

Questions for Hiring Innovators, 207–210

Wild Cards, 15, 16–17, 106–107, 201–204

Instigators with Influence (I2), 150–167

intellectual property, 135

intentional change, 23

interview questions, 112–115, 207–210

intuition, 119

Inventive Principles, 195

iterative process of change, 24–25

Ito, Joichi, 94, 111

i Ventures, 123–124

K

Kill a Stupid Rule, 17, 71–74, 78–85, 157, 180–182

audience for, 180

as change jumpstart, 85–86

how to use, 180–182

key take-away from, 182

at MacLean-Fogg, 81–82

at McGraw-Hill, 79–82

questioning assumptions in, 83–85

starting with, 86–87

stripping processes with, 36

when to use, 180

why it works, 180

Killer Queries, 16, 56–60, 174–179

ASK the customer, 58, 178

audience for, 174

culture, 49, 102, 176–177

customer, 58, 177–178

how to use, 175–176

key take-away from, 179

logistics, 58, 178

management, 59, 179

pricing, 59, 179

product and service, 57–58, 177

provocative inquiry and, 102

questioning status quo with, 156–157

thought starters for, 176–179

trend, 59, 178–179

when to use, 174–175

why it works, 174

Kill the Company, 17, 49–69, 169–174

audience for, 170

change from the middle and, 60–62

Competitor’s Ability to Implement grid, 55, 173

to get there first, 56

how to use, 170–174

Idea Continuum, 54, 172

Idea Generation Worksheet, 171

key take-away from, 174

Killer Queries in, 56–60

Likelihood of Happening grid, 54, 172–173

managers and, 61–68

motivation in, 64–66

prioritizing in, 53–55

results in, 66–68

scale of, 52

setup for, 52–53

SWOT analysis vs., 51–52

when to use, 170

why it works, 169–170

kindness, random acts of, 164

knowledge, 91–92

Kodak, 30

L

Lacey, Roger, 132

Lanard, Rosemarie, 142, 161, 166

Lauren, Dylan, 95–96

Lazy IP List, 135

L-Directed Thinking, 93–94

leaders and leadership, 5–6

continuous learning and, 137

by example, 127

focus of on financial results, 29–31

guardrails vs. handcuffs by, 118–119

Kill a Stupid Rule and, 83

online gaming and, 110–112

process focus by, 33

risk aversion of, 8–9

Leaf, Nissan, 105–106

Lean Six Sigma, 36

learned behavior, 41–43

learning

active, 146

continuous, 121, 136–139

in positive vs. negative vs. complacent cultures, 45–46

potential, 91–92

soft skills and, 91–95

learning, continuous, 19

Legos, 162–163

Likelihood of Happening grid, 54, 172–173

Little Bigs, 9–10, 24, 85–86

financial services case study on, 150–153, 164

at McGraw-Hill, 81

logistics, Killer Queries about, 58, 178

M

MacLean, Duncan, 81–82

MacLean-Fogg Company, 81–82

maintenance vs. growth, 8

managers and management

financial results pressure on, 36

impact of, 61

as judge, not jury, 33

Kill a Stupid Rule and, 83, 84–85

Killer Queries about, 59, 179

Kill the Company and, 61–68

process focus and, 31–32

mandates, 118–119

Mandelbaum, Michael, 27–28

mapping the company, 148–149

Marcus, Howard, 79

Martin, Steve, 43

McGraw-Hill Companies, 79–82

McGuinness, Mark, 75

McNerney, James, 34–36

meetings, 67, 87

creativity with, 163

overdependence on, 33

playtime and, 162–163

productivity and, 75–76

time spent in, 32, 77–78

metrics

focus on, 4, 5

process focus and, 32

revenue from product introductions, 35–36

thinking time and, 7–10

MinuteClinic, 125–126

Mister Softee, 163

MIT OpenCourseWare, 139

Mollick, Ethan, 61

morale, 39–40, 142

multiplayer online role-playing games (MMORPGs), 110–112

multitasking, 76–77, 86

Mytrus, 127

N

Nass, Clifford, 77

Nelson, Randy, 137–138

Nemeth, Charlan, 43

Nielsen, 85–86

Nissan, 105–106

norms, 47, 127

Novartis, 86

O

offbeat development, 139

online gaming, 110–112

Open to Big Ideas, 38–39

opportunities. See 40 New Opportunities

optimism, 166

output obsession, 28–31

ownership, 146–147, 150–151, 153–154

P

Pain Points, 161–162

Palmisano, Samuel J., 27–28

Pandora, 107–108

participation, 3–4, 143–144

partnerships, 134–135. See also collaboration

Pfizer, 126–127

pharmaceutical companies, 126–127

Picture the Future, 16, 17, 98, 149–150, 185–188

audience for, 186

how to use, 186–188

key take-away from, 188

when to use, 186

why it works, 185–186

Pink, Daniel H., 93–94

Pixar, 137–138

Pixar University, 137–138

planning

Kill the Company in, 49–50

provocative inquiries and, 99–102

strategic imagination and, 95–98

playtime, 162–163

positive inquiry, 163–164

potential, 218–219

PPCO (Pluses, Possibilities, Concerns, and Overcome), 18, 154–155, 188–191

audience for, 189

how to use, 189–191

key take-away from, 191

when to use, 189

why it works, 188–189

preparedness, mindset of, 106–107

PricewaterhouseCoopers, 36

pricing, Killer Queries about, 59, 179

proactivity, 8

problem solving, 16, 92

creative, skills for, 95, 102–104, 113–114

by employees for employees, 23

interview questions for, 208–209

process, 31–36, 48

financial services company and, 141–142

generalization of applicability of, 34–36

Kill a Stupid Rule and, 71–74

rethinking the value of, 74–77

Procter & Gamble, 133–134

product, Killer Queries about, 57–58, 177

product introductions, 35–36

productivity, 70–87

big-picture thinking and, 77–78

Kill a Stupid Rule and, 71–74

multitasking and, 76–77

rethinking procedures and, 74–77

urgency and, 76–77

work/life balance and, 160

professional development, 139

profit. See financial results

project pipeline, 39–40

provocations, 150–153

provocative inquiry, 16, 95, 99–102, 113

interview questions for, 208

phrasing questions in, 101

Q

questions

for Hiring Innovators, 207–210

interview, killer, 112–115, 207–210

phrasing, 101

stretch, picking from a list of, 101–102

QuickMedx, 125

R

random acts of kindness, 164

Rasche, Kristin, 156–157

R-Directed Thinking, 93–94

reactivity, 8

realism, 66

regulation, 62, 126–127

Reinheimer, Robert F., 93

reports, 74–75, 87

at McGraw-Hill, 80–81

Research In Motion (RIM), 20

resilience, 95, 107–109, 114

interview questions on, 209–210

résumés, 109, 112

RE:think, 103–104

Ricciardi, Steve, 157

risk

aversion of among leaders, 8–9

aversion to, financial focus and, 29–31

in positive vs. negative vs. complacent cultures, 45–46

process focus and, 48

professional skeptics and, 37–40

rewards for, 129–130, 131

smart, 9, 68

smart, defining, 131

smart, identifying/investing in, 121, 128–131

routine, breaking, 97–98

S

service, Killer Queries about, 57–58, 177

Shpancer, Noam, 47

Six Sigma, 34–36

“Six Sigma: So Yesterday?”, 34

skepticism, 28

professional skeptics and, 37–40

provocative inquiry vs., 99–100

skills, 91–115

adaptability, 92–93

agility, 92–93, 104–107

creative problem solving, 102–104

finding employees with, 109–115

online gaming and, 110–112

provocative inquiry, 95, 99–102

resilience, 107–109

soft, 91–95

soft vs. hard, 93–94

strategic imagination, 95–98

Smith Corona, 29–30

soft skills. See skills

Starwood Hotels & Resorts Worldwide, Inc., 130

status quo. See also complacency

challenging, 120, 124–128

conformity and, 41–43

fear of challenging, 26

precariousness of, 19–21

questioning, 83–85, 156–157

Stoddard, Shellie, 163–164

strategic imagination, 12, 15, 16, 95–98

interview questions for, 112–113, 208

Stumpf, Bill, 100–101

success. See also Little Bigs

maintenance vs. growth and, 8

traditional paths to, 5–6

SWOT (Strengths, Weaknesses, Oportunities, and Threats) analysis, 51–52

T

Tata Group, 26, 129–130

teamwork, 45, 146–147, 164

Terlep, Sharon, 75

thank-you notes, 164

Theory of Solving Inventive Problems (TRIZ), 195–201

thinking

behaviors for, 116–139

big-picture, 77–78

busywork vs., 70–87

creative problem solving and, 103–104

forward, openness to, 38–39

future, sources for, 97

Killer Queries and, 56–60

right-brain vs. left-brain, 93–94

vs. doing, 7–10

Thinsulate Insulation, 132

thought starters, 176–179, 200

3M, 34–36, 132

Tindell, Kip, 117–119

top-down approach, 6, 34–36

Total Quality Management (TQM), 36

trends

focus on the future and, 121–124

Killer Queries about, 59, 178–179

TRIZ (Theory of Solving Inventive Problems), 195–201

trust, 45

Twitter, 124

U

urbanization, 123–124

urgency, sense of, 27, 32, 76–78

U.S. Cellular, 86

V

values, core, 117–119

vending machines, 38–39

video tutorials, 63–64, 67

vision, 4–5, 22, 124

Bezos on, 30–31

lack of clear, 33

skills for, 94–95

visual narratives, 98

vulnerabilities, 51–52, 64–66

W

W brand hotels, 130

weaknesses, 51–52, 64–66. See also Kill the Company

Weber, Jeff, 100–101

websites

for future thinking, 97

futurist, 124

online universities, 139

Wells Fargo, 86

Wendling, Larry, 35

Westergren, Tim, 107–108

Whole New Mind, A: Why Right-Brainers Will Rule the Future (Pink), 93–94

Wild Cards, 15, 16–17, 201–204

agility building with, 106–107

audience for, 201

how to use, 201–203

key take-away from, 204

when to use, 201

why it works, 201

work/life balance, 160

World of Warcraft, 111–112

Y

Yahoo!, 30

Yes! (Goldstein, Martin, & Cialdini), 43

YouTube, 124

Z

Zuckerberg, Mark, 131