We live in the automation economy.
Machine learning and artificial intelligence are transitioning from science fiction and R&D projects to off-the-shelf applications in most industries and functions. For example, a client’s CFO started his career with paper spreadsheets, then saw the advent of mainframe-based number crunching before the creation of financial statements was democratized by Lotus 1-2-3.
Ensuing decades brought enterprise-level ERPs like Oracle and SAP; however, those investments are undermined by start-ups with machine learning algorithms streamlining a weeks-long financial reconciliation process into a few minutes. Tomorrow’s leaders will ignore the invested time and sunk costs of how business was done and embrace the shift to the automation economy.
big's Innovation Roadmap
Successful organizations start with a top-down mandate to jump-start the innovation process; however, only through bottom-up engagement is lasting change realized.
The best results occur when following the prescribed path; however, we encourage you to start with your area of greatest need, see the results of your work, and push into further learning.
Executives are execution-focused, so we embark upon a three-month deep dive of co-creation. In this phase, big shares our process knowledge while clients transfer their industry expertise. Early adoption of design thinking by the executive team communicates the value of the process. Second, it captures and frames long-recognized opportunities into an actionable framework. Within three months, we guarantee rapid evidence of progress and an ROI to the board.
A two-way valve of information, mid-level managers, communicate leadership’s vision to customer-facing employees and receive direct feedback on your organization’s products and services. However, our work shows multiple levels of bureaucracy prevent ideas from reaching senior leadership that can enact the needed change. Enter the universal language of design thinking.
Innovation needs a defined space for candid exploration. Like any purpose-built environment, an Innovation Lab requires ground rules to govern its use or it risks devolving into an innovation theater. Also, defining access to the Lab creates an aspirational spirit among employees to bring innovative ideas to leadership.
One-day workshops do not change established corporate culture; instead, we guide organizations along a path including the development of a shared “north star,” supported by team contracts, which holds everyone accountable. Like a new child entering a family, innovation requires top-to-bottom alignment and participation to thrive.