Digital growth depends more on business models than technology
More than 20 companies launched in 2009, including Uber, Slack, Pinterest, and Blue Apron, all eventually achieved $1 billion-plus valuations. Given that those companies were all venture-financed and emerged from Silicon Valley, you might assume that the key ingredients that have ensured their success were cutting-edge technologies, digital platforms, and customer bases that were chiefly made up of digital natives.
You would be wrong.
Creating a purpose-driven organisation
A higher purpose is not about economic exchanges. It reflects something more aspirational. It explains how the people involved with an organization are making a difference, gives them a sense of meaning, and draws their support.
When organisations embrace purpose, it’s often because a crisis forces leaders to challenge their assumptions about motivation and performance and to experiment with new approaches. Robert E. Quinn and Anjan V. Thakor have developed a framework to help build a purpose-driven organization. It enables you to overcome the largest barrier to embracing purpose—the cynical “transactional” view of employee motivation—by following eight essential steps.
The hard truth about innovative cultures
Innovative cultures are generally depicted as pretty fun. Other characteristics extolled by management books include tolerance for failure, willingness to experiment, psychological safety, highly collaborative, and nonhierarchical. And research supports the idea that these behaviors translate into better innovative performance.
But despite the fact that innovative cultures are desirable and that most leaders claim to understand what they entail, they are hard to create and sustain. How can practices apparently so universally loved—even fun—be so tricky to implement?
What is human-centred design?
Learn more about human-centered design and join IDEO.org’s online learning community at designkit.org.