Silicon Valley is the cradle of a unique way relevant to innovation, entrepreneurship and global business development. To note that this legendary geographical does not simply relate to the latest technological developments but also to the way they are stimulated and made grow through original business models and a business ecosystem that in terms of structure and mindset is arguably still unrivalled on a global scale. We have had the opportunity to talk to an Italian student that has recently had an in depth organised learning experience there. (altro…)
Archive for Innovation
REALITY CHECK ENDURES
Fernando Alonso frustrations with the Honda power unit reached new peaks during last weekend Belgian GP. The situation has turned almost farcical; as Charles Bradley, Global Editor-in-Chief of motorsport.com reports: ‘Honda finds new way to frustrate Alonso.You could not make it up, as Honda found an all-new way to annoy Fernando Alonso in qualifying. Just after we marvelled at him taking Pouhon flatout, we got a familiar cry from the cockpit: “No power. No power. From Turn 11 to Turn 12. Half a second. How is this possible?” It was a rhetorical question, as we all knew who to blame. Honda’s systems got confused by Fernando not lifting at the double-left hander, and failed to deploy the 160bhp burst that it should have on the run to Fagnes. He missed out on a Q3 spot by 0.084s – even after the bold effort of teammate Stoffel Vandoorne to give him a tow.’ (altro…)
Motorsport engineering firms are well known for their technical expertise and project management skills, particularly in the latter case around their speed of working. Their technical expertise comes from dealing at the cutting edge of science and technology in areas as diverse as light-weighting, electronics and thermal management for example. Motorsport firms also exemplify leading edge project management capabilities given the rapid turnaround of the motorsport timetable. In this case the latest technical developments are needed not next year or next month, but usually the next week or even the next day,
Facts from history (altro…)
A few days ago an innovative solution has been presented to transport safely and swiftly newborns during emergencies via means of terrestrial or airborne transportation. The baby carrier, named ‘BabyPod 20’ has ben developed by Williams Advanced Engineering. The project has been developed in cooperation with Advance Healthcare Technology (AHT) that has been present within this specific manufacturing field for years.
This project recalls other ones in which healthcare has been benefiting by expertise and technologies originating from Motorsport. Some of these projects have been recently presented an even organised by SGINetwork (a scientific innovation development hub) where McLaren Applied Technologies pointed out several projects that have been developed by them (one of the first one was carried forward in cooperation with Glaxo).
Once again innovation in the healthcare field has been generated from Motorsport as we have pointed out in an article we wrote months ago ‘Motorsport Industry, Innovation and Knowledge Sharing Across Industries’ linked o a presentation we made in September 2016 within a conference held at Regent’s University in London.
Not only technology but also organisational processes developed on track have been found very useful to improve healthcare processes as pointed out in this real life example ‘F1 Pit Stop Techniques To Help Save Lives in Resuscitation of Newborn Babies’ .
While working on the research relevant to the book Fast Track Innovation we are finding other projects linking Motorsport know-how to advanced healthcare systems: projects that have been brought forward even many years ago, by companies much smaller than Williams and McLaren yet technically extremely effective.
Many Small and Medium Sized Enterprises (SME) within the Motorsport Industry can fully take advantage of know-how that they already have and that they can convey (in an aware methodical way), recognised value added within other fields, not only healthcare. Stay tuned …
An article published on latest July-August issue of the Harvard Business Review, titled “Liberal Arts in the Data Age” and authored by JM Olejarz points out how the humanities can have a driving role within the imagination needed to channel the potential of technologies; technologies that by now are growing at a faster and faster pace with increasing market impacts in a wider range of fields.
The famous quote by Albert Einstein “Imagination is more important than knowledge. For knowledge is limited to all we now know and understand, while imagination embraces the entire world, and all there ever will be to know and understand” creates a framework for this fine balance and synergy between imagination and technology.
Erik Kim recently wrote a blog article entitled “10 lessons Pablo Picasso can teach you” and quite interestingly he lists a series of actual tools that have been utilised by the artists to develop his masterpieces and that nowadays can represent actual ways to drive such technological developments.
In my opinion this represents a fundamental perspective that enlightens the increasing relevance of the human factor within a changing world strongly impacted by change fuelled by Artificial Intelligence, Robotics and other systemic approaches that appear to sideline people.
This entire topic is up for a necessary debate from many different perspectives.
People Skills (creativity, social networking, collaboration) are set to continue increasing their relevance within work contexts in with Artificial Intelligence is rapidly going to take over many of the tasks currently part of management today.
An in depth qualitative and quantitative analysis is quite intriguing in lighting-up this way…
The Scuderia Ferrari F1 and the ‘high potentials’ organisational philosophy: roots to its current successes
A few hours ago Scuderia Ferrari has achieved a historic first and second place at the Monaco GP showing technological superiority compared to its competitors. The two read F1 in front of the podium looked like beautiful spaceships resting after a nice stroll around the twisty circuit. Last season Ferrari’s struggles appear to be ages ago and even the reigning F1 World Champion, Nico Rosberg, after the race was wondering how it has been possible for Ferrari not only to close the technological gap to Mercedes but also to surpass the competition.
A key reason for the turnaround
Motorsport’s magazine writer, Mark Hughes, has an answer to the question Nico just asked featured in the May Issue of the magazine. The title of the article is “The Scuderia fights back” and its goes to the very core to some fundamental organisational changes that Sergio Marchionne, Ferrari President wanted to set at mid season last year by letting go the top designer James Alison (next to begin to work for the Mercedes F1 Team).
Marchionne, after talking to several people at various level of the Scuderia about their straightforward perspective on the lack of results, has decided to take a new course with a fresh managerial and organisational philosophy that runs behind the scenes and that sets managerial innovation on the same level of effective technological innovation in order to achieve success.
No longer a ‘game of egos’
Traditional F1 has been a sport made of strong egos that use to lead teams driven by marked visions and decisiveness in their actions inspired and inspiring by showing strong leadership characteristics and at the same time a tightfisted managerial style quite stern and direct to push people to perform; Enzo Ferrari, Bernie Ecclestone, Ron Dennis, just to name a few of them among many. Marked hierarchies characterise companies run this way. Most of the decisions happen top-down and a culture ‘no errors allowed’ shapes-up as a direct consequence. They are able to achieve success by the vision and drive of their founders and top leaders but what happens when such visions become offset respect to increasing complexities of fast paced changed originating from several directions?
Marchionne himself has a management style quite direct and decisive, yet with the Scuderia, has realised that something different needed to be done. He has opened a new managerial course, a new philosophy in managing at best the overall know-how present within the organisation: maximising its utilisation, not simply letting the know-how of the few come-up with ideas and have the others executing them. Companies organised this way need a marked sense of direction, of overall vision (what is the overall project, the overall unique inspiring goal that gives a sense of meaning and inspiration to the entire organisation?) yet this is not the only characteristic that is essential.
Managerial innovation driving technological innovation
As Mark Hughes observes (by utilising several examples of original technological innovations featured in this season F1 Ferrari) they also need to clarify and put in practice what is the difference between ‘managing high performers’ and ‘managing high potentials’. Managing ‘high performers’ means to measure achievement only in terms of performance: what the company is able to reach or not reach. Managing ‘high potentials’ means to measure achievement not only by performance expressed, better yet by past, present and future learning curves: it is much more dynamic way to manage people and situations. Top performers that take control of the entire situations might not be the most suited one to drive effective performance within highly complex environments subject to continuos change. Knowledge and ideas need to be further widespread and utilised, help needs to be sought after all over the organisation: a company needs to become aware of untapped know-how of its people. Original ideas and solutions originate from this kind of flat hierarchies in which groups have much more room for shared decision making. People are stimulated to share their ideas freely with no fear to subject themselves to judgement for errors that might ensue. It is a matter of fact that through this process, no matter what, learning is stimulated concretely in individuals, groups and the overall organisation.
An empowering organisational culture
All of this generates a new organisational culture in which know-how needs to be fully identified inside the company and released in a methodical way in order to achieve the performance and goals set. Once again this need to be done not simply by utilising the ‘high performers’ perspective but also the dynamic one ‘high potentials’ because challenges and complexities keep on raising.
All of this represent a case study that exemplifies the way that we support Motorsport Small and Medium Sized Organisations to value and utilise at best all of the know-how they already have, leverage at best on their people, in order to leverage on it for growth on global markets. The way to proceed about this is:
- set a dynamic vision for the future suitable to inspire and give a sense of meaning to the people working at the organisation while communicating a sense of unique value added they can generate for their clients (even beyond the Motorsport field);
- recognise the talent of the people as from a dynamic ‘high potential’ perspective that goes well beyond the one simply measuring performance: there is a continuos methodical projection towards taking advantages of new opportunities leveraging at best on know-how;
- project all of this towards markets and contexts where such value adding potential is fully expressed and recognised.
#ZacBrown #McLaren and #MotorsportCom boss is rightly proud to present the largest sport survey conducted with fans to learn about their perceptions in order to improve the overall organizational system. In #F1 . The #Formula1in2017 #report deserves to be read for its data and information, hopefully next it will be utilized to implement actual improvement changes.
The concept and practice of methodically gaining feedback from sports’ fans is a relevant and constructive initiative. Now the actual evaluation and follow-up to it will be crucial to increase #F1 enjoyment and credibility perceived by fans. #fasttrackbook at this link the downloadable report .
Organizational #visions are impacted by the #disruptive forces of pervasive #digital challenges and change. Increasingly they need revisions, upgrades, new directions. This is all because digital challenges unavoidably affect any level of management #decisionmaking . #Volvo represents an interesting case study on the subject matter. #innovation #Fasttrackbook
A very interesting article on the topic.