MIT Executive MBA Program’s Post

Leaders who shepherd innovation can’t rely on formal authority. Instead, they need to understand how to get people to co-create with them, which requires mastering three key roles —architect, bridger, and catalyst—or the ABCs of innovation.

𝗪𝗮𝗶𝘁𝗶𝗻𝗴 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 In my recent work with companies entering a strategy review process, I've noticed a recurring challenge: announcing a strategy reformulation often slows down, or even paralyzes, a company's speed and agility. The moment leadership signals a strategy review, there's a noticeable shift: new initiatives are put on hold, innovation takes a backseat, and everyone starts waiting, hoping that once the new strategy is in place, things will improve and move faster. This waiting period can be dangerous. Momentum is lost, and the agility that businesses need to thrive in an ever-changing world is compromised. In my view, it’s crucial to balance the need for strategic repositioning with the ongoing drive for innovation and execution. Strategy should be a living, breathing process, not a reason to hit pause. Otherwise, we risk losing not just time, but the competitive edge that comes with constant forward movement. What are your thoughts? How do you keep momentum during a strategic review?

What do you think would happen if an organization failed to imagine potential risks or disruptions to their industry? Or what if the leaders failed to imagine innovative solutions or better ways of doing things? What if they also couldn’t imagine the positive results- the benefits of a risk or direction? It would likely result in setbacks, failed projects, missed opportunities, outdated ideas, and loss of competitive advantage. Not to mention a lack of ambition or motivation, preventing individuals or teams from reaching their full potential. This is known as “failure of imagination". The inability to envision different possibilities, whether they have potential negative outcomes or opportunities for improvement. This one skill often overlooked in recruiting can actually help build a culture of foresight and creativity. It’s a crucial one if organizations want to remain agile, innovative, and resilient in today's environment. Just #imagine it!

“In the face of complex problems and strategic decisions, executives often choose the wrong problem to solve. They focus on symptoms instead of causes, base their thinking on false assumptions and artificial constraints, and overlook key stakeholders. The answer, we have found, is to change the way the problem is defined. By doing so, business leaders can significantly expand their universe of alternatives and identify radically better solutions.” — Arnaud Chevallier, Albrecht Enders, and Jean-Louis Barsoux in the linked article #storytelling #leadership #problemsolving #businessstrategy #creativesolutions #creativethinking

The Hidden Crisis in Tech: We Need Better Managers In tech, we often prioritize innovation, but effective people management is just as critical. The real skills gap isn’t in coding—it's in leadership. Strong managers foster creativity, retain top talent, and drive success. Curious about how better management can bridge the skills gap and fuel innovation? Read more in my latest blog post: https://lnkd.in/dhtpmx_V #Leadership #Tech #Management #Innovation #CareerGrowth

Do you see the person sitting across from you clearly? I want to dive into a topic that is frequently overlooked: how we perceive members of our organizations. It’s easy to get caught up in job titles and what they are currently responsible for. But when we do that, it’s like putting blinders on that inhibit our ability to see everything that they’re capable of. Every person is like an iceberg, where you’re only able to see the 10% of its total mass that is floating above the surface. If you took the time to poke your head under water, you’d see something comparable to a mountain down there. When we only focus on that visible 10%, we risk missing out on the incredible strengths and talents that people possess. Each person has a wealth of untapped potential waiting to be discovered. By taking the time to explore what’s beneath the surface, we can be strategic about how we design our organizations, develop our talent bench, and assign people to projects that they would absolutely crush. Discovering what the humans you work with are capable of, and then putting that knowledge into action is what sets organizations up for success. Now, it’s also essential for employees to understand what they’re truly capable of by reflecting on their own strengths. When they understand their unique value proposition, they can ease the burden on leadership by expressing it with confidence. If they’re unsure how, finding a mentor or a brainstorming partner can help. If you’re not taking the time to deep dive the talent within your organization, what’s holding you back? 📣 70% of all transformations fail, and the #1 reason for those failures is due to the exiting CEOs neglect of People & Culture. ☠️ Skipping this step is a risk you shouldn’t be willing to take.

Insights from Stanfords Robert Sutton…..My faves from this interview are: Armeetingeddon 😂 - love the idea of a regular meeting cull to keep time valued Leaders make the right things effortless and the wrong things hard 🙌 ‘Getting rid of stupid stuff’ works! 📤 Leaders should work continually to reduce friction - clear the path for growth 🌱 Leaders need to provide clarity on productive priorities 🗝️ #insightful #leadershipinsights #readersareleaders

Navigating the Pitfalls of Rapid Scaling: A Lesson in Cultural Cohesion Targeting CTOs, VPs of Engineering, and CEOs, this discussion highlights a common challenge during post-Series C expansion: integrating top-tier talent without sacrificing cultural cohesion. In a past experience, our team aggressively hired industry-leading engineers to boost technical prowess and market standing. However, emphasizing technical skills over cultural fit led to a fragmented team dynamic, impacting project timelines, innovation, and morale. Here are actionable insights for leaders navigating similar challenges: Strategic Onboarding: Beyond technical orientation, emphasize immersion into company culture, mission, and values. Cultural Fit Assessments: Include cultural alignment in hiring criteria to ensure new hires complement existing team dynamics. Transparent Communication: Regularly communicate the company’s vision, helping new hires understand their role in broader goals. Leadership Development: Encourage leadership skills that align with your company ethos through mentoring and peer learning. Feedback Mechanisms: Use feedback loops for employees to express concerns and suggestions about integration. Balancing rapid hiring with cultural integration is key. By valuing human elements as much as technical ones, we create a scalable, innovative, and harmonious engineering environment. I invite fellow leaders to share their strategies for maintaining cultural cohesion during rapid growth. What has worked for your organization?

https://lnkd.in/gnn3z8Dn Great article on having an Innovator Mindset. Very useful tips and focus to unlock and unleash your potential within your organization. What holds you back? Quite often it can the juggling of a multitude of priorities. At PDG, we believe simplify by focusing on the most important imperative that will drive the greatest impact in the shortest amount of time. We help our clients think through these challenges and in turn, help unleash their innovative mindsets. Would love to hear your thoughts...