Article of the Week
To Bring Out The Best In Millennials, Put On Your Coaching Hat (FastCompany)
Big Idea: Whether you are a parent, teacher, commanding officer, or employer, to enable individuals to become innovators, you must rethink the sources of your authority. The word “coach” describes this new kind of authority at its best. When employees are engaged through play, passion, and purpose, and when they have opportunities to collaborate and receive good coaching, millennials produce extraordinary results.
Editor’s Choice Articles
7-Eleven Finds a Niche by Adapting to Indonesian Ways (NYTimes)
Big Idea: Ten years ago, young people in Indonesia gathered at street-side food stalls called warung to hang out and gossip. But with rapid economic growth has come social change. 7-Eleven’s in Indonesia are an alternative. “It’s a warung with better quality.”
How Great Leaders Make Their Own Luck (HBR Blog Network)
Big Idea: Morten Hansen, management professor at UC Berkeley, describes the traits leaders need to help their organizations thrive in times of chaos and uncertainty.
The Crowd Comes Of Age (FastCompany)
Big Idea: Sang Lee is the founder of Return on Change, a crowdfunding platform set to launch this summer, as well as an executive board member of the National Crowdfunding Association. We caught up with Lee to find out what happens when the crowd starts taking an actual equity stake in the companies it funds–a situation newly possible in the wake of President Obama signing the JOBS Act into law.
Get Employees to Compete Against Each Other (HBR Blog Network)
Big Idea: By using technology to create a form of the leaderboard typical in sales organizations, innovative firms are infusing their workplaces with competitive spirit. Both companies and high-performing employees stand to gain. We call these firms “winners take all” organizations.
Is Modular Design the Key to Rapid Innovation? (Innovation Excellence)
Big Idea: Should we give up on fast innovation? A well-documented approach offers a possible evolution: modular innovation. This approach consists in breaking complex projects into separate modules that have as little dependence as possible and with precise interfaces: this independence helps improve a module by changing it for another or dividing it, with no impact on the rest of modules.