The document discusses managing change and innovation in organizations. It describes GE's L.I.G. program which aimed to embed growth into the company's DNA by having business teams constantly seek out growth opportunities. It also discusses balancing short-term goals with long-term innovation through the 5% Factor approach of dedicating 5% of time and resources to exploring new ideas. Key challenges for organizations include increasing complexity, preparing for rapid change, and balancing short and long-term priorities.
5. Short‐term gains always have the upper hand because
• Humans tend to choose certainty (or the illusion of it) over ambiguity
• Rewards and incentives are structured for short‐term gains, especially in business and
government
• We trust what we can perceive, not abstractions
• So, we need to “make sense” of the future!
• Excursions and experiential learning helps our brains process information
concretely.
• Exploration of what’s new, what’s possible, is most effective when there’s a
sensory element. Getting a ‘picture’ of certain conditions, and interacting with
information outside your everyday world is required for new insights and ideas
to arise.
• Focused by a guiding question or challenge, these activities are the heart of the
5% Factor, and the means by which you (individual, team, organization)
integrate Newing Better into Knowing and Doing Better.
• Field trips to museums, parks, restaurants, neighborhoods, concerts…
• Movies, music, videos, art, performances…
• Experts from fields outside your business, i.e. philosophers, economists,
engineers, artists, kids, detectives, social entrepreneurs, linguists,
mediators…
• Games, humor, physical challenges, collages, found objects…
5
7. Playing by the rules of the 5% Factor, you must design processes to support dominant
functions and modalities of the two hemispheres.
Left: Begin with analysis to determine the question that gets to the core of the
matter;
Right: follow with a structured exploration (right brain: New) to ‘make sense’ of
unknown/future conditions;
Left: conclude with a strong edit of collected ideas and insights, prioritize, choose
projects and create action plans.
Use the right tools and activities for the job!
Refrain from using meetings as your primary process tool!
• Meetings are best for reports and updates, but ill‐suited to problem‐solving
• Ideation = Left brain; solution‐driven
• Innovation = Right brain ; inquiry‐driven
7
17. Problem Solving
KNOW:
Study structural and systemic factors
Define issue in those terms
Determine your Best Question
NEW:
Explore
Invent
DO:
Execute
5% Factor
17
23. My 5% Factor approach to building a culture of innovation has worked for these
organizations, and public utilities, universities, NGOs, Silicon Valley start-ups too!
23
24. The intelligent practice of strategy follows the same principles, and is why cultivating
Change Literacy within your organization is vital to your future.
24