Below is an exerpt from my book “Billionaire in Training.” This is a sample of the teachings that I gave at Prairie Meadows on Wednesday, October 24.
So often I meet people who think they’re in business for themselves, and yet by my definition, they’re not. Let me explain. read more
Information: At this first stage being information the entrepreneur needs education in his choice area or interest. “Education” is a broad term that can have many meanings, but it is generally defined as the process of learning and acquiring information.
Entrepreneurship is a system of being self-employ with no breakdown as being condition with the problem, situation or challenges of unemployment in a given system. An entrepreneur is an agent of change.
We all need to recognize the type of innovation leadership personality within our organization, the ones we are working for, as this might help you manage the innovation work a whole lot better and attract in the resources you need.
So can you recognize the traits of your innovation leader?
Are they a front-end or back-end innovation leader? Here’s how you can begin to spot the difference.The thinking about this came from this book. A book recently published “Innovation Governance- how top management organizes and mobilizes for innovation”, written by Jean-Philippe Deschamps and Beebe Nelson is one I can totally recommend it as it is so rich in thinking around managing innovation.
The authors view argues that organizations are traditionally tribal and often each group possesses its own rules, its own judgement of what is important and this ‘creates’ the absolute need to have a mechanism or strong personalities that can ‘cut’ across these potential barriers.
One suggestion coming from this book is recognizing your innovation leaders
According to the authors of “Innovation Governance”, you need the right combination of front-end and back-end leaders, since the two types are complementary. They are able to lead and manage these tribes.
The best way to identify these two types of leaders is often their functional orientation, possible background disciplines and their general management interest and attitudes.
A good example of this ‘divide’ is between Steve Jobs and Tim Cook of Apple, as highly visible and well cited in personality, backgrounds and interests, in what we read. As described well within the book this difference is best illustrated by this Apple leadership comparison.
The front-end leader
Steve Jobs was clearly a front-end leader. He constantly sought out a more radical creativity in design and end product result.
The back-end innovation leader
It is often questioned on why Tim Cook took over when Steve Jobs died. He is seemingly the archetypal back-end guy. He was credited with managing the Apple supply chain, manufacturing and logistics, thus freeing up Jobs to focus on his front end pursuits. Tim Cook comes with more of an operational discipline. He certainly manages a much bigger, more mature Apple.
Both Steve Jobs and Tim Cook have strong leadership skills, they both have ‘got’ innovation but their approaches and acceptance levels would have been coming from their different approaches, personalities and backgrounds. They both got detail.
Strong leaders with distinct personalities need understanding. Otherwise you are often forced back to the ‘drawing board’ for deeper reasons than you initially consider. Consider the personality and what ‘makes-up’ their set of experiences and risk profiles to help ‘advance’ your innovation thinking
Balancing the respective innovation clout always needed.
If you have a front-end leader at the helm of your innovation activities then you need to find the balance of who manages the disciplined operational side, then if you have a back-end leader, who will defend an aggressive front-end agenda?
The appointing of any innovation leader has significant implications, sometimes huge.
This ‘style’ can determine what generates innovation and can determine the passion, commitment and the emphasis points that your organizations innovation will possibly give preference too, and then provide those necessary resources you are needing.
It is well worth understanding where your innovation leaders personality, background and functional orientation might lie. It might make your task a little easier to attract the funds and resources you need. So much of our innovation concepts die within the organization, often sadly, as they lack sponsorship appeal and simply does not get them excited.
So by appealing to their basic instincts of their personality traits you can perhaps ‘hook them’ into your innovation concept. Once you have their attention you can then ‘open it up’ for why it makes sense to explore further for taking it out into the big wide world.