Sorry, this entry is only available in European Spanish.
Widely regarded as “The Oscars of Management Thinking”, every two years Thinkers50 produces the world’s most prestigious management ranking and the awards are given at a gala event in London.
# 1 Michael Porter
Thinkers50 calls Michael Porter, 68, “the father of modern business strategy.” Regarded as an expert on competitiveness, his Five Forces Framework was the definitive approach for decades and is still taught in every business school in the world.
Why does Porter return to the No. 1 slot in 2015 after previously topping the list in 2007? His Five Forces Framework has become relevant in the era of Digital Substitution. When you apply the model today, Substitution has grown disproportionately versus the other forces. Specifically the threat of Digital Transformation.
# 2 Clayton Christensen
The second of three Harvard Business School professors on the list is widely revered best-selling author Clayton Christensen, 63, who topped the Thinkers50 ranking in 2011 and 2013. This year he’s in second place. His 1997 book The Innovator’s Dilemma is considered his classic work.
Our regular reader might remember last years war of words between Christensen y Jill Lepore, Profesor of American History at Harvard University.
#6 Linda A. Hill
Linda A. Hill is the current high flyer and my personal favorite, moving up from #16, #8 and #6 in 2015. Hill is the Wallace Brett Donham professor of business administration at the Harvard Business School, and also chairs the School’s Leadership Initiative. Hill’s latest work is Collective Genius: The Art and Practice of Leading Innovation (2014) is a timely book on how a CEO should organize and lead for Innovation.
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Order your Christman Book selection from the top 50 here
The Battle of Britain 1940.
Today, 18 August 194o, marks the 75 anniversary of the most difficult day in the Battle of Britain, which ran from 10 July until 31 October. The German Luftwaffe almost destroyed Britain’s Fighter Command infrastructure such as Bromley’s Biggin Hill, the main group 11 Airfield and other South East military bases. The air offensive aimed at attaining air superiority over the Channel Sea was a prerequisite to the launch of a seaborne invasion force (codenamed Operation Sea Lion). At the start of the battle, Fighter Command had 53 squadrons, each with an establishment of 12 aircraft, in total around 630 aircraft. The Luftwaffe’s strength was about 2,250 combat ready aircraft, of which no fewer than 1,000 were fighters.
What were the WW2 Innovations that kept Hitler overrunning Britain?
- Radar Detection.
Radar and indeed Radio waves were relatively new. Chain Home (or CH) were constructed along the South and East coasts of Britain. The broadcast side was formed from two 300-ft (90-m) tall steel towers strung with a series of antennas between them. A second set of 240-ft (73-m) tall wooden towers were used for reception, with a series of crossed antennas at various heights up to 215 ft (65 m). Most stations had more than one set of each antenna, tuned to operate at different frequencies. When destroyed by bombing, they we relatively simple to repair.
- Fighter Command and Control Infrastructure
Air Chief Marshal, Sir Hugh Dowding, decided to split his fighter resources into 4 groups numbered 11 through 14. Group 11 bore the brunt of the Luftwafe bomber force stretching from East Anglia to the docks of Southampton including Greater London. All Groups had a central command post that collected information from Outlying Airfields, Radar Stations, and Manual Spotters. All telephone lines were buried underground and sealed with concrete making them indestructible.
- The Spitfire Fighter.
The Spitfire was a military adaption of the Supermaine “S” series seaplanes that won the Schneider Trophy three times in a row in 1927, 1929 and 1931, then considered the “Blue Ribbon” standard for all “Speed Records” creating massive public interest. The roar of the Rolls Royce Merlin V12, Aluminum Space Frame and an Elliptical Wing gave the Spitfire a small but significant advantage to climb, bank and dive. If you want to hear the Merlin Engine see the last part of Saving Private Ryan when an American P51 saves the bridge.
What was the British Strategy?
Sir Hugh Dowding, decided to divide his force across many airfields and engage with Squadron strength (12 planes) using the new Radar and Command and Control infrastructure to guide them to the nearest bomber formation
Dowding was a resourceful manager behind the scenes. Promoting execution at all costs “doers” for aircraft production, repair and aircrews to keep the Germans second-guessing the actual strength of Fighter Command. The Germans had calculated that there were only 300 fighters available at the start. By engaging a war of attrition he knew that to “win” the battle he had to keep the Germans at bay until September when the weather would make a sea crossing difficult. Hitler called of Operation Sea Lion on the 29th September, 1940.
What are the Lessons we can draw from History?
- In the late 1930s, radar innovations were a potential game changer.
An unproven technology, which was being, modified daily in the field to improve quality. They were great at 2D vector location but a manual spotter with binoculars were required to provide a confirmation of height, crucial to calculate an intercept time for a fighter squadron. This pivot-until-it-works is typical of I+D Zone Innovations.
Latter the Germans perfected precision night bombing using a two crossing paths to indicate targets during the Blitz in an attempt to bludgeon Britain to surrender by civilian casualties.
- To win a battle, you don’t necessary nee to have the biggest force but strike fast with surgical precision.
We often see this in the place-all-bets Transition in our 3 Zone Innovation.
- Organization Design.
To deploy the Innovations at scale, required a dammed if do approach to fighting the battle.
– Agile Teams supported by a centralized command and control proved successful. Once airborne Squadron leaders had complete control over the tactics of engagement.
– Talent. The average life expectancy for a new Pilot was 1 day. This improved significantly if the pilot made it through the first week. Even with the help of Canadian, USA, NZ, Australian, Polish and Czech air crews, Britain came perilously close to loosing the Battle due to lack of pilots. Over the whole campaign, Fighter Command lost 537 aircrew killed and as many again badly injured out some 3,000 aircrew who took part in the battle. The Luftwaffe lost almost five times as many men (2,662) and more than 6,000 wounded or captured. For the first time, Women made up most of the command and control teams.
– He developed a highly optimized supply chain churning out new planes, while gutting crashed airframes to repair existing planes.
- Focus on the goal.
More often than not the German bombers would drop the payload on the target of cities, factories and ports, only to shot down on the return leg across the channel with a 100% loss of Plane and Crew. This caused many British Politicians to question the Squadron vs. Big Wing of 60+ aircraft but played perfectly to the war attrition, which finally won the battle.
BIQ’s famous Strategy and Innovation blog is now in Spanish. We have moved our blog from Linkedin back in house and made it available in Spanish and English http://biq.com.mx/blog. Participate in our community in social media by giving your feedback, shares and “likes”.
Yes #GCHQ, the British Spy center, took quite a bad hit with Snowdon files, but by winning the Spark Award, which attracted 67 entries around the competition of “organisations implementing change”, they have shown that the Business of Spying is very much C21.
#GCHQ has organized #kickstarter style competitions for new developments and initiated a #kudosboard to thank staff. The eavesdroppers have even discussed the benefits of Agile Teams and a manager-less architecture adopted at Zappos, which we mentioned in our post http://biq.com.mx/?p=253.
#GCHQ plans to use the £1,000 prize to fund an “overnight codejam”, allowing its people to experiment, have fun and push themselves to create ever better, more innovative ideas. The second world war brought to market many innovations we took for granted in the C20. You can bet the #GCHQ spooks are driving innovations for the C21.
58,886% growth in Oracle stock value since going public on March 12, 1986 with a revenue of $55 million. True testament to the vision, leadership and execution of Lawrence J . Ellison.
Having the right growth strategy is important, but execution ultimately determines success.
Twitter and Skype? Just a day after Twitter went public I came across this early Strategy Deck from the original communications disrupter Skype. OTT before it was fashionable; it is interesting who they were gunning for. Equally who they aspired to be. Fast forward to 2013. 162bn minutes of calls/quarter. 300 million users but only $1.30 revenue per user per year. In other words, a rounding error on a cell phone bill. Flip it over and it is estimated to be costing the telecoms industry $100m per day, or $36.5bn per year. Back to Twitter. Totally pervasive or just an interesting similarity?
Agile Teams has allowed Zappos to build a business Business Architecture based on Software Architecture i.e. focusing on the Jobs to be done. In todays PR note. “The Holacracy” or “Circles” allow a decoupling the professional development side of the business from the technical getting-the-work-done side.” Quite what David Brent or Michael Scott would make of that I not sure.
If you want to escape the grativational pull inherent in ALL large organization you want to pay some attention to what Amazon have done with their Two Pizza Teams. Ok the “two pizzas” might be exaggerating the number of skinny interns with even skinnier lattes but when speedy acceleration matters, Amazon’s small teams have the autonomyAND authority to make decisions to meet their goals – to move their measure “up and to the right”. To ensure alignment, until recently all teams required Jeff Bezos to approve the “fitness functions” or performance metrics to ensure they were cascaded down from the larger organization’s core mission and goals.
The Military has given us plenty of euphemisms that have been applied to the business world. Sun Tzu “Art of War” and General Eisenhower “in battle, plans are useless, but the planning (process) is indispensable.” Most recently, the ex 4 star general McCrystal and specialist in fighting asymmetric or disruptive wars, added to the library. The four tenets of his leadership model are:
- Common Purpose: All organizations need a common mission that unifies the disparate teams and touches an organization’s heart, mind and soul. “The Purpose” has undergone a bit of a revival recently. BHAGs
- Shared Consciousness: The best decisions are made in the field and not on a whiteboar
- d in headquarters. This requires an open, real-time flow of information to provide all team members with the appropriate context for framing their local decisions. We will expand on this latter using Amazon’s two pizza teams and fitness functions.
- Empowered Execution: Empower teams to move quickly on their own when they determine the fastest path to execution – and once proven successful, quickly communicate that practice so that other teams adopt it. Ah yes real time cause-effect feedback loops.
- Trust: In the military, your very life depends on trusting your fellow soldier. The same is true in business, as more and more organizations operate in networked situations where their ultimate success comes from the collective work of the whole.
In December, Francisco González, BBVA Chief Executive, in an article we dubbed, “Competing for the Future”, was taking aim at Google and Amazon. Now he explains why he is shelling out on Simple.
Why you should insist on experiments to test the hypotheses you’ve made.
In 2000 I was looking to change the world of Enterprise Software using the Software as a Service model. I pitched my SaaS platform integration startup to the CEO of Salesforce. The Tech Crash put an end discussion. Find out how Salesforce has changed an Industry with Innovation.