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Deborah Mills-scofield's book recommendations, liked quotes, book clubs, book trivia, book lists (read shelf)

Entries in Iteration (2)

Friday
Oct212011

Innovation in the Hopper

Edward Hopper is one of my favorite artists, so I was excited to see all his Maine works on exhibit at the Bowdoin Museum of Art.  A lot of his time in Maine was on Monhegan Island, a noted artists’ colony for over 150 years, close to us in Pemaquid. Hopper’s experimentation and evolution of style and technique remind me a lot of how we innovate.  I’ll explain in a minute.Monhegan Rocks and Seals (1916-19)

Hopper’s paintings became more realistic and less impressionistic over time.  His early paintings (1916-19’s) were very impressionist with deep texture and detail in the brushstrokes, such as Monhegan Rocks and Seals (1916-19).

And yet, Hopper goes back and forth between realism as in Captain Upton’s House Captain Upton's House (1927)(1927) and a bit of impressionism in my favorite of all his works, Pemaquid Light (1929), as he experiments and integrates the various styles and techniques (you can see the influence of Manet and Degas).  After this several year experimentation with impressionism, Hopper returns to his comfort zone: darker colors and more realistic representation – as in his very famous painting of a bar in Greenwich Village, Nighthawks (1942).    I get lost inPemaquid Light (1929) these paintings – I hear the men at the Pemaquid Light discussing their latest catch, where the stripers are running; I eavesdrop on the couple’s conversation at the bar.

As we innovate over time, our style and technique also evolve and blend.  The ways we interact, write, design and communicate shift as we have more experiences and relationships.   The shift is rarely linear – a few steps forward, a few backward, a few sideways, a few perpendicular.   Why? Because we are experimenting, seeing what works and what doesn’t work, blending aspects of both into new forms and Nighthawks (1942)techniques.  Think back to how you have approached business and life as you’ve matured.  Our perceptions of the world, of others, of global events have all changed and hence, impacted our view of needs, problems and solutions.

So, how has your perspective changed over time? What have you learned through the varied experiences and relationships of your life that you can apply to when, how, where, why you innovate? How can you turn those learnings into solutions that impact lives as much as paintings impact souls?

Friday
Oct212011

Packaging Up Innovation & Radical Management

In May, I was honored to be part of Steve Denning's workshop on his Radical Management principles for redefining 21stCentury management.  Recognition that we need to find a new way to ‘manage' work is gaining ground. We tend to think of 21st Century ‘new management' companies as those in ‘cool' industries: Internet, tech, alternative energy, social media, etc. These companies shun command-and-control!  However, there are some "old" "boring" companies that are surprising 21stCentury.

So, think packaging. You know, those brown boxes that your amazon books come in? Those displays at the end of store aisles that get you to buy more snacks? It's a commodity business, ruled by big huge vertically integrated behemoths with entrenched hierarchies held sacred.  Kind of boring huh?  You bet...not!

In the middle of Wisconsin (not Silicon Valley) is a 163 yr. old, private family business that reinvented itself, pulled a few classic "Blue Oceans" and looks more like a 21st Century newbie than a 19th Century oldie: Menasha Packaging Corporation (MPC).   MPC views their transformation as a journey, not a destination.  Their success is due to their most important asset - people.  And it's not just words, its action based on their values.  MPC has organized itself not as a traditional hierarchy, but as a network to enable and foster their culture.

A small headquarters organization is focused on removing obstacles and leveraging synergies while maintaining a strong entrepreneurial culture in each business.  Instead of centralizing the usual functions and capabilities, MPC relies on standardization, when applicable, to drive efficiency without bureaucracy.  Additionally, if one business has expertise another business needs or could use, it's shared in a center of excellence construct across heterogeneous businesses within MPC instead of being duplicated.  This allows each business to use its resources more innovativelyeffectively and efficiently...a rather unique approach for an ‘old' company.

In one business, an employee created an engaging way to identify and monitor safety issues.  To her, this was just a normal thing to do - see a problem, create a solution.  Soon it spread through the plant and shifts, becoming named "Safety Snags".  Eventually, this became an internally branded initiative throughout MPC.

MPCs culture of customer co-creation is based on listening to customers, quickly creating prototypes set in realistic environments, getting feedback and iterating the experimentation/prototyping until its right. This is also done across MPC businesses to find the right solution.

My initial perception when I started working with MPC, of an old manufacturing company, was quickly changed, and continues to be.  It is not just the new, young, hip companies that are reinventing management and seeing the results.  So what does this say? That it is really possible to create and sustain innovation in established companies.  Perhaps, it starts by innovating management itself.