Podcasts about disruption proof

Brant Cooper is a New York Times bestselling author and the CEO of Moves the Needle. Brant has over two decades experience helping companies bring innovative products to market, and is a global keynote speaker, mentor and trusted advisor to entrepreneurs. On this classic episode, Brant joined host Robert Glazer on the Elevate Podcast to talk about his latest book, Disruption Proof, and how to keep yourself relevant through frequent innovation. Learn more about your ad choices. Visit megaphone.fm/adchoices

Picture this: You're a retailer who manages a supply chain made up of a set of warehouses. You need to transfer goods from your suppliers to the point of sale. Suddenly, one day, there are torrential rains and one of your warehouses becomes unusable by a flood. And then you start asking yourself questions like, “Does my supply chain have enough capacity to manage all the flow of goods with one less warehouse? If so, to which warehouses? Should I attach the points of sales that were linked to the flooded warehouse? There will be capacity issues in some of the processes inside my warehouses, so what is the best strategy to solve those bottlenecks without affecting my service levels?” You might continue with “Should I increase my staff? Should I increase some extra time? Or should I rent a new warehouse?” These questions and more are answered with our discussion on DELMIA's Network Flow Planner, the virtual twin of the supply chain. Listen in to learn more.Discover more:Ebook: Master the Retail Delivery NetworkContact us

Bio Brant Cooper is The New York Times bestselling author of The Lean Entrepreneur and his new popular book Disruption Proof. He is the CEO and founder of Moves the Needle. He is a trusted adviser to startups and large enterprises around the world. With more than 25 years of expertise in changing industrial age mindset into digital age opportunity, he blends agile, human-centered design, and lean methodologies to ignite entrepreneurial action from the front lines to the C-suite.  As a sought-after keynote speaker, startup mentor, and executive advisor, he travels the globe sharing his vision for reimagining 21st century organizations. Bringing agility, digital transformation, and a focus on creating value for customers, he helps leaders navigate the uncertainty brought on by increased complexity and endless disruption.   Interview Highlights 01:30 Background 03:40 First startup 05:30 Learning from failure 06:50 The Lean Entrepreneur 07:30 Empowering employees 15:40 Learning through observation 19:00 Disruptions 22:00 Output vs Outcome 30:45 Working in teams 35:30 Aligning priorities 41:00 Disruption Proof 52:00 Take risks   Social Media ·         LinkedIn:  Brant Cooper ·         X/Twitter: @brantcooper ·         Email: brant@brantcooper.com ·         Website: www.brantcooper.com ·         Website: www.movestheneedle.com ·         YouTube: Brant Cooper   Books & Resources ·         Disruption Proof: Empower People, Create Value, Drive Change, Brant Cooper ·         The Entrepreneur's Guide to Customer Development: A cheat sheet to The Four Steps to the Epiphany, Brant Cooper  ·          The Lean Entrepreneur: How Visionaries Create Products, Innovate with New Ventures, and Disrupt Markets, Brant Cooper, Patrick Vlaskovits, Eric Ries ·         The Entrepreneur's Guide to Customer Development: A cheat sheet to The Four Steps to the Epiphany: Brant Cooper, Patrick Vlaskovits ·         Dare to Lead: Brave Work. Tough Conversations. Whole Hearts, Brené Brown, Brené Brown ·         Team of Teams: New Rules of Engagement for a Complex World, General Stanley McChrystal   Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku So I have with me Brant Cooper, who is the author of the books Lean Entrepreneur and his latest one, Disruption Proof: Empower People, Create Value, Drive Change. He also is the CEO and Founder of Moves the Needle. Brant, it is a pleasure and an honour to have you as my guest on the Agile Innovation Leaders Podcast. Brant Cooper Thank you so much for having me. I'm glad to be here. Ula Ojiaku Now Brant, as I start with all my guests, we want to know a bit more about you. So could you tell us about yourself growing up, your background, are there any experiences that have made a great impact on you that have led to you becoming the Brant we see today? Brant Cooper Yeah, so born and mostly raised in California, which seems to be somewhat unique these days, but also did travel around a bit. My dad was a Navy man. I don't know, I guess I was always a little bit different. I think a lot of us describe ourselves that way, but when I went away to school for college, most people were focusing on one major or maybe two majors because that was sort of the state of the world. It's kind of, this is a little while ago, but supposedly what you needed to do is go and get narrow expertise and then that was what was going to launch your career. But to me, that was boring. And so I wanted to take a little bit of everything. So chemistry and calculus and sociology and psychology and history and creative writing and literature. So I was sort of all over the map and I guess it's kind of funny, you can look back on your life and find these little threads that weave through everything. When I left college and got my first job, I remember specifically, I was in Washington, D. C. and I was sitting on the stoop of the house that I was living in and I was all like, really, is this it? Is this the rest of my life, is it working 9 to 5 doing, you know, what people are telling me to do. Wow. That doesn't seem like the bargain I thought it was. So I actually dropped out and wrote a novel, which was very sophomoric, because unless you're a genius, most 20-something year olds really don't know that much about the world. But anyway, it was sort of a, this empowering moment when I just sort of had faith in myself that I would always be able to take care of myself and figure things out. And so it's really one of these moments where the moment you feel like you can just leave a job, you get a tremendous amount of power from that. Most people go through their lives feeling like they have to do what their boss says and they have to live that life and it becomes, your choices obviously become quite limited. So I ended up crossing the country back to California, moved up to the Bay Area, worked in a few jobs there, tried unsuccessfully to sell my book, and then I joined my first startup. So this is the, you know, dot com era, the nineties, and it was really there at this startup that I caught wind of the fact that there were actually these jobs where you weren't supposed to just do what you're told, that your responsibility was to figure things out, to exercise your own creativity and your own intelligence, and nobody was going to sit there over your shoulder, that you were going to be held accountable to what you were doing or what you weren't doing. But you are literally sort of on your own and that was, again, sort of the second moment of feeling the sense of empowerment. And it's funny, because up to that point, I really, maybe I wasn't an A player as the startup likes to talk about the startup myths, you know, you have to go hire all those A players. Maybe I just wasn't an A player, but I used to be passed around like a hot potato between all of these managers because nobody really wanted to manage me because I really didn't do what they said. I did what I thought was best. But anyway, so the startup sort of launched this new type of, so then even in the startups, I worked at a bunch of different jobs. So instead of again, specialising, I was in IT, and then I ran the professional services group and then I went into product management and then I took over marketing, you know, sort of helping out salespeople. So I, again, I sort of traverse the whole, all of the different functions inside the company. And I guess I think that that was also a big learning moment for me, and so I lived through that, you know, tried a couple of my own companies that failed and others that succeeded crazily and others that, you know, ramped up their sales, but then they tailed off and I was on the management team trying to figure things out. And it's funny, because I used to, you always learn more from failures, and I think that the last one, the way I talk about it is that the sort of the company strategy was dictated every week by whoever was the best arguer. Like, so it was just like a management team free for all. And whoever won, that would set the strategy. And so I sort of won for, you know, a year and a year and a half, and we grew like crazy and I had, you know, allies on the team and then they kind of changed their mind and got rid of me and got rid of my allies. And then they went back and did whatever they wanted to do, the founders. So it was all again, it's sort of this learning moment where maybe that's not the best way to make decisions, but so the dot com bust happened and I was actually writing and blogging about, well, what makes successful startups better, what makes them successful compared to all of the ones that fail and what is it about, you know, sort of this idea of learning and empowering people to learn rather than just execute. And so I was blogging about that stuff and got turned on to Steve Blank and to Eric Ries and I ended up writing the first book that talked about lean startup and product market fit. And then that kind of launched this whole other career where at first we're focused on startups, but eventually, I wrote The Lean Entrepreneur and formed Moves the Needle to start taking some of these principles to large enterprises over the world. So around the last 10 years we've been helping some of the biggest brands in the world try to adopt some of these principles of exploration, so learning mode and, yeah, that sort of takes us to where we are today. I am still doing that work in addition to some other things, but primarily it's focused on empowering employees to exercise their creativity and their inspiration and to drive impact. And then, you know, helping the leadership understand that they get more out of their people if they enable that, and take a step back, and then they get to be more proactive and more strategic in their own world, and it's sort of empowering to them as well. And I think really, post pandemic, we've sort of seen this shift where that's happening more once people are remote workers, you know, workers being burned out and frustrated with work is when they don't get to do that sort of work. So yeah, it's sort of an interesting time and really the rise of, you know, sort of Agile reaching the next level and Design Thinking reaching the next level and Product Management and all of these things happening because the world is turning digital, makes this a pretty exciting time to apply a lot of these principles. Ula Ojiaku You have a fascinating background, Brant, and there are some things that you said about your background that had me nodding, because I identify with it and maybe in terms of, I love variety. And yes, I studied Engineering, but I also kind of liked to know a bit more about economics, psychology, you know, the other subjects outside my normal domain and someone I was having a conversation with someone I can't remember his name again, I think it was Dr. Steve Morlidge at a conference and he was saying life is all integral really, it's just us as human beings trying to make sense of the different aspects. We've created the disciplines, but in the truest sense, there aren't any distinctive lines, and it's all integral, and it helps, I've noticed, you know, at least for me personally, just knowing a bit about other subjects outside my core area just helps me to be more well-rounded and more strategic, if I, for lack of a better word, in how I approach issues. Brant Cooper I agree with that. It provides a larger context, right? I mean, so if you can understand what the colleagues are doing in the other function, you can also see the bigger picture, which makes a lot of sense. Ula Ojiaku Yeah, yeah. And you mentioned something about not liking to be told what to do. Is that the definition of an entrepreneur or could there be something else? Brant Cooper Well, I mean, I think it is, yes, I think it probably is similar to most early stage entrepreneurs, but, you know, you won't succeed as an entrepreneur if that's the only way you are. And so, you know, we all kind of grew up a little bit and we, you know, we have to mature in a way that we can still hold on to our creativity and all of these, our instinct or whatever it is, but we also have to be able to listen to others and to recognise when ideas are better than ours and change our minds based upon new indications. And so there's a flexibility that has to be built into there as well. It can't just be that you're going to stick to your guns. And as a matter of fact, I get a lot of entrepreneurs saying like, oh, well, it's all about the conviction of your idea. And I go, sure, if you want to fail, that's great. But you know, if you really want to change the world, as opposed to focus on a particular idea, then you have to be flexible. And I think that it's a, you know, people always point to Steve Jobs and his genius and I'm all like, yep, it took him a long time to get out, you know, the product that really was putting a computer in everybody's pocket, which is kind of what his dream was in the beginning. It took him a long time to get to the iPhone, and that what was revolutionary about the iPhone actually was opening up the app store to third party developers because that turned the phone into a platform and yet he opposed it even with all of his advisors telling him he had to do that, he didn't allow it the first year and so it wasn't until the second year when he changed his mind that things really took off and so I think it ends up being Steve Jobs is a great example, but not for the reason you think. Ula Ojiaku We could go into that but I think we would be going off tangent a bit. So what makes a lean entrepreneur? Because one of your books is titled, The Lean Entrepreneur, how visionaries create products, innovate new ventures and disrupt markets. Brant Cooper So I think fundamentally, it's somebody that can admit when they're wrong or when they don't know. I mean, so the lean part of lean entrepreneur is about reducing waste. It's not about being small or not spending money. It's about not wasting money and not wasting time and resources and even your own passion and your own inspiration. And so how can we work to understand our customers more deeply? How can we work to understand the market better? How can we run experiments that bust through our assumptions? How do we even identify assumptions? And then how do we cut through our own biases and all of these things that are very human but could be holding back the success of what we want to build or what we want to bring to the world. And so to me, that's the lean entrepreneur, is you have to be able to admit when you're wrong, admit when you don't know, and go out there and learn and hustle and explore and figure things out before you spend the time and money and resources executing on a particular idea. Ula Ojiaku So what I've heard you says is being willing to change your mind when you are faced with, you know, some evidence that your original assumptions are wrong, and also being mindful about how you use your resources. You're not wasteful, you're using it to learn and discover and learn what your customers want so that you're better able to provide that to them. Brant Cooper That's correct. Yep. And so if you're, you know, if you sit down and you build a product for six months, and then the product's wrong, or even, you know, just a lot wrong, you know, then there's a lot of waste that went into that. And when you're understanding customers, that doesn't mean ask your customers what they want and do what they say. It means understanding why are they saying what they're saying and what is their environment and what are their aspirations and what are their real needs. It's up to you as the, you know, sort of as the product person or the solution provider, to come up with what is the best way for me to address those needs, but the only way you can really truly understand those needs is to dive as deeply as possible in understanding the customer and their environment. Ula Ojiaku Are there any, like, specific examples of how as a lean entrepreneur, I can dive more into knowing what the customer does or needs? Brant Cooper Sure, I mean, I think that, you know, Steve Blank's customer development stuff was always really about understanding customers more. I think it was like, in my opinion, a little bit shallow compared to some of the techniques that are used in human centred design or design thinking, where you're getting down to emotional levels and you're getting down to, you know, empathy and really understanding, and you're kind of zooming in and zooming out. You can zoom in and interview, that's fine, but you can also zoom out in trying to figure out, well, what does it, what would this mean to them if they were successfully doing what they wanted to do? Would they be able to take their family to Italy in the summertime? Is that what they aspire to? Do they want to be a better mother? Do they, like, what is actually driving individuals to make the decisions that they're making? You know, observation is a great way to learn about that. That's, you know, often used in human centred design when you're even in, you know, business to business, business type of solutions, is you go watch people do the work that they're doing in their environment and you can start picking up on all sorts of issues that they're constantly having to overcome or, you know, conflicts or, you know, things don't work in a particular environment or IT does not allow this, you know, I mean, there's all sorts of things that can educate you about what you're trying to, the needs that you're trying to address. Ula Ojiaku Yeah, I completely agree. And for you, would you say that, you know, being a lean entrepreneur, is it just for individuals who set up their own startups or early growth companies? Can it also apply within a large established organisation with, say, thousands of employees already? Brant Cooper Yeah, no, I think that it's a good question. I think that the example that I give is if you look back to Henry Ford's Model T, right? You build a factory and then you build a whole company around this highly optimised, efficient assembly line that can produce the same vehicle, you know, he sort of famously say, you can have a Model T in any colour you want, as long as it's black, right? That's the only thing that he's going to produce. And so he optimises the flow of resources through the manufacturing, and then he builds the rest of the company based upon functions, this whole linear fashion, everybody do what we've already proven needs to be done. Then you can produce a car that the middle class could buy, which was a new thing and opened up this crazy new market. So that's very well understood. Everything is really, there's not a lot of uncertainty, but if you look, fast forward to the digital age, there's tons of uncertainty, right? All of the products and services that are produced have multiple models and multiple options on each model and hundreds of colours. And there's a lot of choices for consumers to choose one over the other. So consumers don't have the same brand loyalty that they used to. They can change their minds overnight. And again, this is true in the business world, not just consumers. But so there's so much uncertainty there, that you actually have to then understand the niche desires of all of these different market segments out there. Well, the only way to do that, so if you imagine that organisation that is only allowed to do what you're told to do based upon how it used to work, then you're the one that's going to miss out on all those opportunities based upon creating exactly the model or the options that the customer wants. How do you know what it is that those customers want. Well, you have to be out and interact with them. So even the biggest companies in the world have to figure out how they're going to start learning from the environment that they're in. So that's number one. Big companies have to do it and they are doing it more and more. Design and product management and all of these things are, these practices are emerging in these companies to do that exactly. And I think that the other point is, is that the world is so interconnected now, and this, again, has been brought upon by the digital revolution, and so what that causes is that all of these disruptions that we've just, you know, experienced here in the last four or five years, things like the pandemic, inflation, supply chain shocks, reverberations from the war, you know, just on and on. All of these things sort of ripple across our economies. They used to be, they could be isolated in different pockets of the world without affecting the rest of the world. Now everything affects everything. It's like the, you know, the butterfly flapping its wings in the Amazon or something like this. You know, it creates this chaos. And so what that means is, is that things, disruptions, not as bad as the pandemic, but disruptions like ransomware attacks that cause disruptions, or again, supply chain issues, all of these things ripple across the economy and they actually change the market. So if you worked on your marketing plan and your selling plan the day after the pandemic hit, you're not in execution, you're just flailing. You have to actually be able to readdress, what is our situation currently based upon the current environment? How do we change our work in order to adapt to this new environment? And that is just a skill that everybody needs and everybody has to develop. And those are, startups do it naturally, big companies need to try to figure out how they're going to build that in and this is sort of the, the rise of Agile, right? I mean, so I think that the way I describe Agile, or the way I picture it for people without getting into all of the jargon is like a meerkat. So, a tribe of meerkats, every once in a while, come out of their hole and they pick their heads up and they look around and they take in new information and they're going to decide what to do based upon that new information. So, if you're a big corporation, you need to pause your work, which would be like a Agile sprint. You look up from the work. What has changed? Are we making the right progress? Right? Check within our customers. We check with our stakeholders. How do we improve our work as a team so that our output is better? So you take that moment to pause regularly, you can make your Sprint lengths anything that you want, I really don't care, it depends on the type of business that you're in, but you're pausing the work, you're re-evaluating, you're taking in new information, and maybe the answer is you don't have to change your work at all, you can just go back, but there's likely, sometimes, changes that have to be made so that you're getting to the desired outcome more efficiently, so we can't be like the assembly line, you know, Ford's assembly line, where output was a proxy for outcome, i.e we're going to be successful if we can produce the car at this cost. Now, it's like, we have to focus on efficiency of outcome and not efficiency of output and that means that it's actually more efficient to pause and make changes during the course rather than only after failing at the very end. Ula Ojiaku There's a question, you know, lots of things you've said that I resonate with, and one of my favourite questions to previous guests and you would be the next one I'm asking this, is what would you define as outputs versus outcome? So, what's an output to you versus what's an outcome? Brant Cooper Yeah, so like the Henry Ford example is the easiest. Output is the car is being done, is being produced. So the car has been manufactured. That's output, and for decades, even still today, businesses and economists using old antiquated models like Larry Summers does, are focused on the efficiency of output and what those are serving to do is being proxies for outcome. So if you, outcome would be, we've successfully sold those cars to happy customers, so they're going to buy again from us, and maybe they're going to get service from us, and maybe they're going to get financing from us, right? So, we want to keep them satisfied, and also we get to generate income and we pay our workers and we actually pay our shareholders. So, everybody gets sort of these outcomes or these desired results from successfully selling the car, which is dependent upon the sufficient production of output. But now, again, today, if you buy all of what else I've said, you can't, output is not a proxy of outcome. So output is, still could be the number of cars that are produced, but if they're not sold and the customers aren't happy, then you're not going to be able to pay your shareholders and you're not going to keep loyal customers, and you're not going to pay your workers, and so we have to now look at the efficiency of outcomes because the world is so complex. So that applies to, I think, any product. Obviously, when you go into the nuances of a corporate hierarchy, not everybody is focused on the final outcome, and so they actually have to have their own outcomes. But even in that regard, you know, outcome is increased user satisfaction. Output is, you've built X by a certain date. Outcome is, you know, a thousand people have opened your newsletter, you know, 75 percent of people opened your newsletter, output is we sent the out the newsletter to 10,000 people. So, the output is very focused on ourselves and the tasks that we're doing, usually over time period. outcome is, what are we getting out of those tasks? And it's best to measure that actually from who the beneficiary's experience. So if I'm producing a, you know, just a super simple example, if I'm producing this newsletter and people are opening it and spending time reading it, then that is a desired outcome. If nobody opens it, then that's sort of a, you know, there's a variety of issues that might be involved there, but you haven't achieved the outcome despite your output. Ula Ojiaku Thanks for that explanation. And somebody else said something that stuck with me as well, which is that, you know, outcome would signify some sort of change in behaviour, or in noticeable behaviour from the perspective of whoever the customer is, or who's consuming the results of your work. Brant Cooper Totally agree with that, and way more succinct than what I said. And the focus really is, it's on, that's what I sort of refer to as the beneficiary, because sort of inside of an organisation, your beneficiary of the work that you're doing are maybe internal people, not directly to the customer. So customer, sort of in scare quotes. But I love the fact that they, that person mentioned behaviour, because that's what actually allows us to measure it. And so even in The Lean Entrepreneur book, there's a section called the value stream discovery, which is focused on, what is the behaviour that I'm trying to get from my customer for everything that I'm doing as a business, and how do I measure that that behaviour is happening? And one of the benefits, of course, of the digital world is that you can measure a lot of that stuff. And so if you're trying to measure whether people are satisfied with your product, one proxy for that might be not just running surveys, but how often are they using the product? What are they actually doing with the product? It's not that they downloaded the app, it's that they downloaded the app, they installed it, they create an account, and they come in and they look at, you know, these different screens and interact with them four times every week. Okay, that's what a satisfied customer looks like. How many do we have? What's the growth of satisfied customers year over year or month over month? So it gives us all of this way of starting to measure what the behaviour side is, that becomes very powerful whenever we're doing our work. Ula Ojiaku And it's all about evidence based, it helps with evidence-based decisions, so that helps you because back to your explanation or, well, I say your talk about Agile and how it should help with, you know, organisations and leaders with just periodically you do a bit of work in a Sprint, but you look up and look around and know, okay, what we're doing, is it really moving us? Is it moving the needle? No pun intended. Is it moving the needle or is it pushing us closer to where we want? Are we likely to achieve those outcomes instead of focusing on how many widgets or gadgets we've produced within a Sprint? So based on that, what are the things, can you give examples of, you know, challenges you've observed, maybe in organisations or startups with being able to apply this sort of iterative development mindset, and still managing it with the needs to plan in, you know, longer time, across longer time horizons, because some organisations, especially if you're, for example, publicly traded, you still have to have a long term, you know, mid-term and short term view. So how can you, what are the challenges you've experienced with them, balancing all these? Brant Cooper I think that, yeah, I think it's, you're planning outcomes and so I think that the difficulty is that when people look at the outcomes, like, well, we need to grow 5%, you know, quarter over quarter, or something like that, the difficulty ends up being when they have to translate those outcomes into what is the work that people need to do. And so we, at some point in that progression from the top leadership down to the to the ground floor, those outcomes get translated into output. And so we lose this connection between, is what we're working on actually going to achieve the desired outcomes? And this is what causes all the reorganisations that happen every couple of years, because they don't, they don't match up, and then the Board or the C-Suite needs to do a reorganisation because it's sort of their admission, their tacit admission that they failed in organising the output to match the outcome. And so they get to have a reset. And so they fire a bunch of people and they reorganise and then they go do it again. So, I think the biggest challenge is that it's really a ground up type of change that has to happen. And so a lot of the, I'm sure you're very familiar with a lot of the, you know, the corporate implementations of Agile tend to be very process-heavy and very, you must do it this way, and you've lost all of the Agile principles and the ethos that got you to want to do it in the first place. And instead it has to be very ground up and it's really around, in my opinion, putting people on teams, so I don't think there's any individual inside of a company that should not be on a team. The team sort of will hold people socially accountable to their work. And if not, then there's still HR that can deal with it, but rather than have managers kind of leaning over and trying to get everybody to figure it out, you know, sort of the, the classic Agile self-organised team, where those teams have to be held accountable to the outcomes, but are empowered to figure out the work in order to achieve those outcomes. And then you practice that behaviour. That behaviour has to be practiced. It's not about, like, giving an order that now you have to work self organised, you actually have to practice that behaviour and you build in some of these other empathy techniques as well as running experimentation and you create an environment where, like, as a leader, you admit when you don't know, and when you've made a mistake, so you're kind of demonstrating vulnerability and that we're actually living in this complex, uncertain world so that you are empowering individuals to also behave the same way. And so you're starting to create this learning exploration balanced with execution type of organisation, and I think inevitably you start seeing impact of that type of work, and that's really, I think, how you can start driving the longer term change that has to happen. It's really by taking pockets of the organisation, teaching the behaviour and practicing it. And then it's teaching and practicing leaders how to manage people that are working that way, which is different as well. I sort of view it as perhaps a little bit idealistically or even utopian is, it's sort of cascading missions. And so the very top mission statements are around those things that you're promising Wall Street. Here's what our growth is going to be, here's what we're going to achieve next quarter and two quarters from that. And then in order to achieve that, here's the different things that our business unit must achieve, the outcomes. And that drips all the way down in terms of outcomes, to the point that you're assigning teams, here is your outcome and you know how to do the work or we'll help you figure out to do the work or you could figure it out yourself. I mean, depends on kind of the quality and the nature of those teams, but it's a way of organising work where I think, in the end, the company doesn't necessarily look that differently than it does now, but it's just not built sort of arbitrarily on function like it is now. And so, by building sort of this mission-oriented way, whenever there's uncertainty, you can put people on that mission that can help overcome the uncertainty. And so you get sort of the cross functional and interdisciplinary nature, when it's required. If it's not required, that's fine. You know, all manufacturers, they're working on that team. That's great. They know what their outcome is and they're going to produce that outcome. But if it's uncertainty, how are we going to go into this new market? Okay, well, there's a lot of things that we know, but we should test those things that we don't know. It's a different, it's a different makeup of that team. Whereas now, if you're trying to do exploration work, when the teams are organised by function, you have to sort of force that cross functionality, and it's very difficult and it doesn't last long. If you don't keep the pressure on, everything kind of falls back into whatever their functional role is, as opposed to continuing to adopt and apply missions to these teams, then they get the resources that they need in order to accomplish a particular mission and then that should rise up to the level of whatever the company objectives are. Ula Ojiaku It's really interesting, and it seems like you're a mind reader because you did say initially, you know, it has to start from the ground up. And I was going to ask you if there was any place at all for, you know, the bigger North Star vision mission to trickle down and influence what they, the people on the shop floor are doing in the coalface, as some people would use the term. And you've kind of answered it. So it's more of trickling down the mission such that it gets, once it gets down to the teams actually doing the work, they understand what they're doing and how it's helping in their own way, how they're helping to achieve the bigger objective of the organisation. Brant Cooper Yeah, exactly. And I think that that's what, again, going back to sort of the big quit and workers being burned out, I think that a lot of them, like whatever survey I've seen, even those produced by the big consultant firms, pretty much say that workers don't feel aligned. They don't feel aligned with what the priorities are, like they don't even know what they are, and they don't feel like they're driving an impact, and then that makes human beings feel like they're not making an impact in their own life, and it starts this downward spiral, whereas we can create a fortuitous spiral if we actually allow these people to see the impact that they are making. Ula Ojiaku And the benefit of working in an Agile manner. Now, I do have my reservations about some people who have peddled Agile as you know, like an elixir, you have a headache, Agile will cure it, or you have a tummy ache, Agile will cure it. Actually, it has its purpose, it has its remit and it has, just like you'd have multiple tools in a toolbox, Agile is really about, you know, you sense, you respond, you know, you build, you put it out there, you get feedback, quick feedback, and then you make adjustments as required, and then move, you know, take the next step. So, from that perspective, taking an Agile approach to, will I say developing or building on, or implementing strategy. How can, do you have any thoughts on how organisations can be more effective at it? I know you've talked about the ideal of cascading missions and then building up. But what else do you think organisations or leaders and organisations can take into account? Brant Cooper Yeah, I think that the, I agree with you, it's not, it's just, you know, one view into it. And so I think that there's, I'm sure there's other ways of tackling it. I think that, I guess I think that it's this idea of teams, like, I think that there's everybody could start forming a team now, and it doesn't have to be permanent. Like, if there's a bunch of things that need to be done, find one part of uncertainty and form a team and give them the responsibility of solving that uncertainty. And so I think that it's, it ends up then being well, they don't need to necessarily learn Agile or Design Thinking. I really think that if we measured the right things, human beings sort of know how to optimise what they're being measured for. And so I think that if you were to sit down with a group of your people, and you were to say, listen, this is some, here's a business challenge that we have, I would really like you four or five people to go figure it out, I'm here to give you whatever help you need along the way, I'm here to mentor you, give you my own advice, do whatever. But I need you all to try to figure this out. And here's what the outcome is that we want to get from that, what do you think? And, you know, maybe there's a little bit back and forth, but I think that that's actually more important than any of the frameworks that, you know, even I talk about a lot, and so I think Agile was originally developed sort of around that concept, just very specifically for software development teams. And so I think that it's thinking about the principles that can apply pretty much anywhere as opposed to the actual practices. I just also happen to think that there's a bunch of practices that can be beneficial. Things like the idea of what is the length of time you're going to put your head down versus, you know, when you look up or how you're going to share your work or all of those type of things. But I think that it's essentially if we just gave a group of people a business, a challenge, and said, I'd really like you to help me figure this out, that you would see them rally around that idea. And I think that that's kind of the nugget of what we're trying to create here, and then hopefully spread because it makes those people happier, and when they solve something, that's impact that can be shared with other people. And I think that you see in companies that really have been successfully innovative are those that actually have inspired that to the point that the core business is then, you know, want some of that energy, like, we want that here, because we know that we have to be faster and move quicker and adapt and all of those type of things. We know we have to be truly customer centric and not just, you know, sitting around a conference room table, imagining we're the customer, so it's really kind of really more about finding that and it also may vary, you know, based upon company culture, even positive company cultures. And it's like, what is that little nugget that actually empowers people to, as a team, let's work together and figure something out. Ula Ojiaku Thanks for that very, very insightful response, and there's something you said about uncertainty. You know, it's really about trying to make sense of the unknown, and this brings me to your book, your latest book, Disruption Proof, full title Disruption Proof: Empower People, Create Value, Drive Change. What led you to writing that book and what is it all about? Brant Cooper Yeah, so I think it really is, it's really all about what we've just been talking about the last few minutes, where it really is sort of looking at how the organisation can structure people and work, such that the natural output of it is  more, it's actually the way I put it is more efficient execution based upon exploration work, and so how do you build that into the organisation, so it doesn't feel like it's a cannibalisation, you know, sort of the whole old school Clayton Christensen stuff. I know everybody's going to be like, what do you mean old school, but it's like, it's not about disrupting yourself, it's not about this other organisation is going to come in and disrupt you. It's not that you actually have to eat your own tail as a snake. It's about finding this emerging behaviour that then will sort of flower from within and takes over the organisation because that's what the circumstances require. And so I think that the, I don't know, I guess I think that the book was trying to show examples of businesses that have done that, either large scale, or pockets within these organisations that have brought people together, cross-functional where necessary, interdisciplinary. Hey, this is a new opportunity, how do we actually engage the business units as opposed to, to me what that old school way of doing it is like, here's your little innovations, you know, silo over here, you guys go figure out what's going to happen in 10 years. I think that's like, largely failed. And I think that what we need to do, is figure out how there's, from the beginning there's buy-in from these other parts of the organisation. So that's really what the last book is about, really all of these things that we've been talking about. Ula Ojiaku And I believe it's available on Amazon and other major book sellers. Brant Cooper Anywhere you can buy a book. Ula Ojiaku Awesome. Well, I haven't read it yet, but I have made a note, it's on my reading list, definitely. Brant Cooper Well, thank you for that. Ula Ojiaku Definitely. No, my pleasure, I look forward to digging into it to learn a bit more about the concepts you've just shared and the insights as well as the examples with organisations that might have failed or succeeded in some aspects of the concepts. Brant Cooper Yeah, that kind of describes everybody to a certain level. Ula Ojiaku Do you have anyone you could share at this point? You know, maybe an example from your book? You don't have to name names. Is there anyone that comes to mind? Brant Cooper Well, I think in terms of, I guess what I would call lean innovation transformation, I think ING is a really good example, the bank in Europe, they did a full on Agile transformation as well, like organising the whole company based upon really more like based upon missions than functions, and I think that that always has its challenges, but I think that what, in the end, they kind of brought these two different endeavours together. One being this Agile transformation and this other being what we call lean innovation. And so they really started practicing the empathy and the exploration work and the experiments. And those things ended up sort of combining. And I think it's always interesting when, you can theorise about this stuff, but when do you actually get to see the results? And so a lot of this, most of this work was all done pre-pandemic. And then some of the stories that came out of different pockets of the organisation during the pandemic were really quite extraordinary in ways that they were able to adapt to, you know, finding yourself suddenly in this world, that they could point back to these lean innovation practices, being the, you know, being the impetus for being able to change like that. So I love those stories where you're actually able to see that, okay, we applied all of this. Here's like this major, you know, environmental change brought on by the pandemic, how did the company respond. And so that's a, I wrote a couple of stories about that stuff in the book Disruption Proof. And so there's a couple of other examples in there, but that's the one that really comes to mind because they just committed to it at a larger level than I've seen other organisations do. Ula Ojiaku Sounds awesome. So in addition to your books, The Lean Entrepreneur, The Entrepreneur's Guide to Customer Development, Disruption Proof, what other books have you found yourself recommending to people who want to know more about, you know, Lean Innovation, Agile, or maybe it doesn't have to be on the subject of Lean Innovation or Agile, but just generally because you felt they were impactful to your life. What other books have you recommended to people and why? Brant Cooper Yeah. So I think that, you know, people have recognised change in the world quite a bit over the last, you know, 10 years or so, or five or six years, pandemic is making me lose all track of time. But, so the ones that I keep coming back to are not specifically Agile or lean innovation. So I would say Brené Brown's Dare to Lead, and I think that this is a just an example of what we mean by empathy, you know, you don't really have to go hug your customers, you don't have to hug your employees. It's not, you know, but it's understanding how you apply those principles in a business environment and the ability, like I mentioned earlier, for leaders to demonstrate vulnerability by admitting when they don't know and when they're wrong, that this is really important in changing. The other thing I'll throw out there that I love that Brené Brown talks about is this idea of rumbling. Again, we're not talking about some, you know, kind of kumbaya moment here. It's really around bringing evidence to the table and having forceful discussions about what is actually happening and what you need to do next, but it's based upon this evidence and I kind of call it respectful rumbling, because rather than like my startup example I gave in the beginning of just arguing, it's really around, you know, as a team of leaders even, it's great to respect each other, but we also have to be direct and honest and have real conversations and not just sort of let everything go hunky dory and then go back to your office and whine about stuff. So it's, I think that there's this, I don't know, I sort of enjoy this ability to sit around with people and, you know, kind of debate ideas and really try to get to the crux of things. And I think that we need that, and Brené Brown writes about that in Dare to Lead. I think that the other one, it's General McChrystal Team of Teams. And I think that, I'm not sure he ever realised it, but I think he was writing about Agile. But what he describes, of course, is the US military in Iraq, and the difference between facing a traditional force versus a, you know, sort of this ad hoc network, new, modern military force and Al Qaeda, and the changes that he then needed to do to the military to be able to respond to that. And I think that it's really quite extraordinary in the sense that, you know, unfortunately, in my opinion, the military is often the first thing for an organisation to learn about all of these things happening in the world. But it is a result of the digital revolution that now what you have are this interconnectedness that never existed before that allow little ad hoc network entities to pop up everywhere. And this is the same thing that's happening in business, and it's the same thing that happens in the market and Agile actually is a response to that, and so then we have to go back to how do we implement Agile so that that's actually part of the organisation. It's this interconnectedness and this ad hoc nature of forming teams and missions to accomplish goals, whether they're long term or short term. And so it's really super, an interesting analogy to, I think, what business requires. Ula Ojiaku So you've mentioned two books, Dare to Lead by Brené Brown and Team of Teams by General McChrystal. Okay, well, thank you. Brant Cooper They almost seem like polar opposites, but it's sort of interesting. Ula Ojiaku Well, they are interesting. I haven't read Brené Brown's Dare to Lead, but I have listened to the audio version of Team of Teams, and I do agree there are some interesting insights, which one can, basically, something that you said about principles, again, that principles, you know, you can draw from General McChrystal's narration of their experience in Iraq and how they had to adapt and all that, which you can apply to the commercial world or, yeah, so I completely agree was a very interesting book for me. So can the audience engage with you, and if so, how? Brant Cooper Yeah, so I'm Brant Cooper on all social media, really, but, you know, maybe primarily LinkedIn and I encourage people to reach out. I'm brant@brantcooper.com is my email and I respond to, you know, I respond to everybody. My company's website is movestheneedle.com and we're launching some online courses that hopefully make learning some of these new behaviours a little bit more scalable. So I invite people to check that out, but yeah, you know, happy to engage with any of your listeners. Ula Ojiaku Sounds great. Well, thank you for sharing those, and this would also be in the show notes. And would you have any final words for the audience, any ask? Brant Cooper I don't really have, I don't think any ask. I think that, I don't know, I guess one other little story that that summarises part of my life was this idea that I forget every once in a while that change happens because you as an individual decides to make a change. And I think that, like, some people, I think that just comes naturally to it and they live their whole life that way. I'm not that way, I'll sit back for a while and kind of look around and go like, well, who's going to fix this? And then I realise, oh, well, you have to do it. And so I encourage other people to maybe actually look at themselves in that way, and sort of that own self awareness goes like, oh, well, guess it's me. And, you know, I think that it's easy to be scared of the risks supposedly, but I also think that generally the risk is in doing nothing. And so you might as well go for it. Ula Ojiaku  Go for it, take risks. Thank you for those words. Brant Cooper Based upon evidence. Ula Ojiaku Okay, go for it, take evidence-based, calculated risks. How does that sound? Kind of made it very clinical. I think I've rephrased it in a way that takes off the oomph, but thank you so much, Brant. It's been a pleasure meeting you and recording this episode with you. So thank you again for your time. Brant Cooper Thanks for having me. Fun, fun discussion. Thank you. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

Embark on a thought-provoking journey with Brant Cooper, a seasoned expert in transforming mindsets and driving change. As the CEO of Moves the Needle and the New York Times bestselling author of "The Lean Entrepreneur," Brant shares over 25 years of wisdom on navigating uncertainties, fostering innovation, and building resilient teams.Explore Brant's unique approach to changing outdated mindsets into opportunities fit for the digital age, incorporating agile, design thinking, and lean methodologies. Gain practical insights into human-centred design principles that can be applied in everyday life, fostering innovative thinking beyond the realm of entrepreneurship.In this episode, we cover...Global Disruptions and Organisational Challenges:The challenges organisations face amidst global disruptions.Emphasis on steering away from reverting to outdated norms.Trends in Disruption:Current trends in disruption and how they impact organisations.Learn from Brant's experiences working with both industry giants and startups.Lessons from "Disruption Proof":Valuable insights and lessons shared by Brant from his latest book."Disruption Proof" focuses on empowering people, creating value, and driving change.Team Management and Resilience:Team management and building resilience.The delicate balance between short-term and long-term goals.Beyond Entrepreneurship: Explore universal challenges and strategies applicable to our ever-evolving world.To connect with Brant reach out to her here: https://www.linkedin.com/in/brantcooper/ https://twitter.com/brantcooper https://www.instagram.com/brantcooperofficial/?hl=en https://brantcooper.com/ Thank you for listening, PLEASE share or rate this episode if you enjoyed it. It helps us a lot so we know what content you enjoy most and can create more of it! #AgileIdeasThis podcast is sponsored by Agile Management Office (www.agilemanagementoffice.com) providing high-impact delivery execution in an agile era for scaling businesses.Thank you for listening to this podcast. We welcome any feedback. www.agilemanagementoffice.com/contact Make sure you subscribe to our newsletter to receive access to special events, checklists, and blogs that are not available everywhere. www.agilemanagementoffice.com/subscribe You can also find us on most social media channels by searching 'Agile Ideas'.Follow me, your host on LinkedIn - go to Fatimah Abbouchi - www.linkedin.com/in/fatimahabbouchi/  

Brant Cooper is the New York Times bestselling author of “The Lean Entrepreneur” and “Disruption Proof,” and the innovative mind behind Moves the Needle. With a rich history of transforming industrial age dynamics into digital age opportunities, Brant brings unique insights on agility, digital transformation, and how to create real value for customers amidst today's complex and disruptive business landscape. What happened to the glory days when scrappy startups could disrupt entire industries? Brant Cooper says those days are over – but large companies shouldn't retreat into their innovation labs hoping for breakthroughs. Instead, they must empower diverse teams and partner with the startup community. Cooper provides a dynamic playbook to make companies “disruption proof” in this rapidly changing world. Learn how to balance exploration and execution, drive real impact, and create resilient yet adaptable organizations. A must-listen for any innovator dealing with today's challenges!

Brant Cooper is The New York Times bestselling author of The Lean Entrepreneur and his new popular book Disruption Proof.       He is the CEO and founder of Moves the Needle. He is a trusted adviser to startups and large enterprises around the world. With more than 25 years of expertise in changing industrial age mindset into digital age opportunity, he blends agile, human-centered design, and lean methodologies to ignite entrepreneurial action from the front lines to the C-suite. As a sought-after keynote speaker, startup mentor, and executive advisor, he travels the globe sharing his vision for reimagining 21st century organizations. Bringing agility, digital transformation, and a focus on creating value for customers, he helps leaders navigate the uncertainty brought on by increased complexity and endless disruption. In addition to listening to the episode, you can watch a video of their discussion on our YouTube Channel.  And be sure to subscribe to support the podcast! For general information about the podcast, send an email to info@beinhakerlaw.com To follow Mitch and the podcast, go to linktr.ee/beinhakerlaw. You can subscribe and listen to episodes on Apple Podcasts, Google Podcasts, Amazon Music, Spotify and most other directories. Please review us whenever possible and thanks for your continued support! Sponsorships and paid guest appearances are available. Connect with us by email or on social media. The Accidental Entrepreneur is brought to you by Beinhaker Law, a boutique business & estates legal practice in Clark, NJ. To learn about shared outside general counsel services and how to better protect your business, visit https://beinhakerlaw.com/fractional-gen-counsel/ Opening music written and performed by Howie Moscovitch and Made to Order Music. For more information about Howie and his music services, visit https://howiemoscovitch.com/made-to-order-music/ Please support our affiliate sponsors (https://beinhakerlaw.com/podcast-affiliates/). Also, support the show and get your own podcast merch! (https://beinhakerlaw.com/podcast-store/) One of One Productions - a New Jersey-based studio, just over the George Washington bridge, that caters to the booming business of podcasting. Be sure to check out the guesting kit that they've created exclusively for our listeners! https://one-of-one-productions.myshopify.com/products/mitchell-beinhakers-guesting-kit North Authentic - NorthAuthentic.com is a conscious hair care marketplace offering the cleanest brands from around the world. Their pro stylists curate only the most fabulous non-toxic hair products. Use our affiliate link for all your purchases! https://shrsl.com/38heu The Healthy Place - Findyourhealthyplace.com has thousands of supplements to help you live a better quality of life; as well as natural solutions for chronic pain, stress, anxiety, depression, sleep and much, much more. Need guidance? Use their Live Chat feature and talk to a Wellness Consultant right on their website. The Accidental Entrepreneur is a trademark of Mitchell C. Beinhaker. Copyright 2018-2022. All rights reserved.

Find Brant at Brant @ brantcooper.com and on Linkedin at https://www.linkedin.com/in/brantcooper/ Brant travels the globe speaking with entrepreneurs and intrapreneurs about how to discover and create new value; about empowering individuals to make the change they want to see in the world. Brant Cooper is the New York Times bestselling author of The Lean Entrepreneur and CEO of Moves the Needle. With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action within large organizations. Brant has a unique take on disrupting our current way of thinking in order to be closer to customers, move faster, and act bolder. He has experienced monumental milestones such as IPO, acquisition, rapid growth, and crushing failure. He serves as a global keynote speaker, mentor to entrepreneurs, and trusted advisor to corporate executives. His mission is to teach leaders how to find personal and economic growth by creating new value for fellow humans.

JD Dillon, chief learning officer at Axonify and founder of LearnGeek,  joins Accidental Trainer to share how L&D teams can support their workplace through disruption. We discuss several topics inspired by his new book, The Modern Learning Ecosystem, including: how a mindset shift is the critical first step to navigating constant change; how organizations can use the Modern Learning Ecosystem Framework to create right-fit solutions; the role of technology in learning ecosystems; and advice for anyone with limited budgets and time. Resources: JD's website: https://www.learngeek.co/mle-framework/ JD's book, The Modern Learning Ecosystem: https://www.td.org/book/the-modern-learning-ecosystem JD's LinkedIn: https://www.linkedin.com/in/jddillon/ Blog Article: The Problem With Learning in the Flow of Work: https://www.td.org/atd-blog/the-problem-with-learning-in-the-flow-of-work

Whether you're ready to start your own business or thinking about a fun side hustle, being an entrepreneur is more possible than ever.   In this episode, Ben chats with Brant Cooper about his focus on driving impact and how the workforce is shifting from the industrial era to empowering people to solve problems with creativity and intelligence. He also shares insights from his best-selling books The Lean Entrepreneur and Disruption Proof.   In this episode, you'll also hear: Driving impact by empowering creativity and the entrepreneurial spirit   Lessons from Lean Entrepreneur and taking advantage of the digital revolution Starting small, team dynamics, and details about Disruption Proof  Must-listen moments:  [00:03:03] To me the purpose of capitalism and entrepreneurialism is you reap the benefit, the money and lifestyle, from creating value in the world. [00:07:20] Everybody can be entrepreneurial, and it doesn't mean that you're always in learning mode or exploration mode, but you have to find a balance between execution, doing the things that we know must be done, and taking time for the learning. [00:19:05] You're literally trying to get your first dollar because somebody has just proven to you that you're providing them enough value that they're gonna give you something. That's the first step and the steps become bigger after that. Guest Info:  Brant Cooper is the New York Times bestselling author of The Lean Entrepreneur and CEO of Moves the Needle. With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action within large organizations.  Moves the Needle - https://movestheneedle.com/ The Lean Entrepreneur  - https://www.amazon.com/Lean-Entrepreneur-Visionaries-Products-Innovate/dp/111829534X?&linkCode=sl1&tag=marbynum-20&linkId=1b1f7d6b63b0c5367269c60d208feb8a&language=en_US&ref_=as_li_ss_tl Disruption Proof - https://www.amazon.com/Disruption-Proof-Empower-People-Create/dp/1538720191?_encoding=UTF8&qid=1615251848&sr=1-1&linkCode=sl1&tag=marbynum-20&linkId=0fe54c34a51140af49bf7862f07365c0&language=en_US&ref_=as_li_ss_tl   Bona Fide Finance: Website: https://bonafidefinance.com/ LinkedIn: https://www.linkedin.com/company/bonafidefinance Facebook: https://www.facebook.com/BonaFideFinancialPlanning/ Fb Profile: https://www.facebook.com/profile.php?id=100069532276726   Student Loan Tax Experts: Website: https://studentloantaxexperts.com LinkedIn: https://www.linkedin.com/company/student-loan-tax-experts/      

Brant travels the globe speaking with entrepreneurs and intrapreneurs about how to discover and create new value, and about empowering individuals to make the change they want to see in the world. Brant Cooper is the New York Times bestselling author of The Lean Entrepreneur and CEO of Moves the Needle. With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action within large organizations. In this episode, Brant shares insights on becoming disruption-proof and staying ahead of the ever-changing digital age. He explains why it is important to delegate decision-making and focus on organic and sustainable growth to remain competitive. He also encourages small businesses to focus on agile management, communication and iteration loops to discover new approaches. Finally, Cooper emphasizes the need for team structures so that managers and owners can have their attention focused on one entity – the team. Listen to the podcast episode with Brant and learn how to stay ahead in a digital age by becoming disruption-proof!

Brant Cooper is the founder and CEO of Moves the Needle, and New York Times bestselling author of The Lean Entrepreneur, as well as the author of the more recently released Disruption Proof.This is the first episode featuring a returning guest; we spoke with Brant back in the spring of 2021, already teasing Disruption Proof. This time we have a discussion focused on horizon planning, how it has changed and how to redefine it to be as suitable as possible for the digital transformation era.We tie the two conversations together by revisiting the balance between exploitation and operation, and how horizon planning factors into this – which is also a key message in Disruption Proof.Links & mentions:agiledrop.com/podcast/brant-cooperbrant@brantcooper.combrantcooper.commovestheneedle.comstartupbluebook.com

Building a "RAD" Organization for GrowthIn this episode, host Michael Marchuk talks with author and speaker, Brant Cooper - CEO of Moves the Needle, about his book "Disruption Proof". Brant discusses how "RAD" companies can weather the storms of the markets, but also how to leverage employees to build innovation into everything they do. Here's what we talked with Brant about: - Why all organizations need to be "RAD" - Why innovation isn't a department in an organization - How leveraging automation can empower your most precious assets Brant Cooper's book "Disruption Proof" is available in bookstores or at Amazon.com (https://www.amazon.com/Disruption-Proof-Empower-People-Create-ebook/dp/B08WLQVMV3/)

In this podcast you'll hear from Brant Cooper, author of a new book called Disruption Proof Brant is an exponent of mission driven teams where companies provide teams with clear objectives and let them get on with the day to day management of tasks to reach those objectives He also discusses his book Disruption Proof where he discusses how disruption proof organisations are Resilient, Aware and Dynamic (RAD) To learn more go to www.brantcooper.com

Today's guest is Brant Cooper, author of Disruption Proof: Empower People, Create Value, Drive Change. Brant joins me to talk about how to make your business disruption-proof and adapt to this new normal. It's a great listen both for companies trying to adapt and people considering how they'll build a startup in this new environment.  The topic is timely for many listeners who might still be adjusting to the recent, radical shift in the way we work. So much recent disruption has changed how companies operate, especially the move to work remotely.  But many companies lack the appropriate structure or lack guidance around remote work and mental health—and it's coming back to bite them. Meanwhile, the businesses that have been able to adapt are surviving and thriving.  Stay tuned to hear how organizations can create more value within their teams and for their customers.  About Brant CooperBrant Cooper is The New York Times bestselling author of The Lean Entrepreneur and CEO and founder of Moves the Needle. He is a trusted adviser to startups and large enterprises around the world. With more than 25 years of expertise in changing industrial age mindset into digital age opportunity, he blends agile, human-centered design, and lean methodologies to ignite entrepreneurial action from the front lines to the C-suite. https://brantcooper.com/ (Website) https://www.linkedin.com/in/brantcooper/ (LinkedIn) https://twitter.com/brantcooper (Twitter) https://www.facebook.com/brantcooperofficial (Facebook) If you like this episode, check out these resources.Podcast: https://www.jackiehermes.com/podcast/employee-supremacy-with-andy-alsop (How do you create a valuable and profitable employee experience? w/ Andy Alsop) Podcast: https://www.jackiehermes.com/podcast/be-a-better-employer-w/-austin-belcak (How to become a dream employer & hire high-performing employees w/ Austin Belcak) Blog: https://www.jackiehermes.com/blog/its-not-personal-its-business (It's not personal, it's business)

How to become disruption proof and empower yourself and other with New York Times best selling author Brant Cooper Endless Disruption COVID-19, supply chain collapse, climate change, ransomware attacks—our world is filled with uncertainty brought on by increased complexity and endless disruption. Global interconnectedness, computers in our pockets, information moving at the speed of light means change is continuous and happens on the edge—outside in the real world—versus around tables in the boardroom. But the way we structure and manage our institutions—business, education, government—is  based on the assembly line era of the Industrial Age. We need a new way forward. “Gone are the days of hierarchical, command-and-control, execution-minded, output-driven management. Here are the days of working with speed and agility, with empathy, vulnerability, and the empowerment of people. Here, too, are the days of less hierarchy while still maintaining some hierarchy; accountability, but with new metrics; and leadership that rallies people, both for their own benefit and that of the world.”   We must become disruption-proof. Disruption-Proof organizations are RAD: Resilient, Aware and Dynamic. They operate based on 5 Elements: Empathy – understand customers and employees deeply Exploration – admit to what's not known and search for answers Evidence – leverage data and insights to cut through biases Equilibrium – balance execution and exploration work Ethics – act legally and maintain core values and in work

Episode 128. In today's interview, "The Disruption Proof Accounting Firm: Joe Woodard." As an author, consultant, business coach, and national speaker, Joe has trained over 125,000 accounting and business professionals in areas of practice development, changing technology trends, strategic consulting, and how to maximize the use of accounting software in their practices. He is the host of Woodard Institute, Woodard Alliance and one of the world's leading training conferences for small business advisors called Scaling New Heights(R). In 2012 and 2014-2021 Joe was recognized by Accounting Today as one of the Top 100 Influential People within the accounting profession. He regularly publishes articles for Intuit publications and for Insightful Accountant, and Joe has been featured repeatedly in Accounting Today and AccountingWEB in both articles and in video interviews. Joe is the CEO of Woodard Events, LLC which provides education, coaching, resources, and a community for small business advisors and small business owners within the accounting industry. In this interview with Rob Brown, Joe speaks with passionate authority about what a disruption proof firm looks like as we emerge from the covid pandemic. He explains what a true cloud accounting firm looks like, and the main disrupters that are making many firms irrelevant or commoditised. Joe dives into the term advisory, shares why CPAs and accountants miss the mark and why they haven't been good custodians of the trusted advisor label. He shows how accountants misinterpret the word 'trusted' and highlights the talent problems coming up for accounting as the boomers move up and out. Joe speaks passionately about what has stopped CPA firms competing and future proofing as well as they could have. If you want to know whether accountants should think more like entrepreneurs or the other way round, Joe has the answers. The blurred lines between bookkeepers and accountants is also explored by Joe, who gives an excellent analogy in how doctors and nurses look after their patients. He finishes with practical advice for accounting firms who want to defend the brand of the profession, the culture of their firm and the impact of disruption on their business. All these goodies and more - Joe's interview has exceptional content for those accountants and firms who want to move from good to great. ************************************ Fun facts about Joe: he is a proud unashamed Star Trek nerd and has even been to conventions! He has Bachelor's degree in Classical Greek language and can play all the classical hits on piano. He is also an army Vet. Connect with him here: http://www.woodard.com/ (www.woodard.com) https://www.facebook.com/woodardcompany1/ (https://www.facebook.com/woodardcompany1/) https://twitter.com/joewoodard (@joewoodard) and https://twitter.com/woodardcompany (@WoodardCompany) on Twitter https://www.linkedin.com/company/woodard-company%20 (https://www.linkedin.com/company/woodard-company) https://www.linkedin.com/in/quickbooksadvisor (https://www.linkedin.com/in/quickbooksadvisor) https://www.youtube.com/channel/UCV8fFr4Amj2i1KzRcV8CXTA (https://www.youtube.com/channel/UCV8fFr4Amj2i1KzRcV8CXTA) NOTE TO LISTENERS: The Accounting Influencers Podcast is a daily radio-style show with four segments coming out every Monday which are repeated on the other 4 weekdays as standalone episodes, plus a bonus 'from the client's perspective' episode on Saturdays. On Sundays, listeners get a short min trailer for the coming week's episodes. Every Tuesday the show gives you a relevant news topic from the accounting and fintech world with a direct application to accountants, CPAs and bookkeepers. Great to stay informed and build your commercial acumen. Every Wednesday and Friday, we feature an uncut interview with top authors, leaders, thinkers and performers in the accounting and fintech world. Every Thursday the show gives you a practical 'here's what works'

Episode 126. On this week's Accounting Influencers Podcast: ➜ News - "Accountant Hiring at Record Levels (in Industry)."  ➜ Special Guest Interview: "The Disruption Proof Accounting Firm: Joe Woodard." ➜ Practical advice and tips on "What Works in Accounting Firm Employer Brands." ➜ Expert Interview: "Recruitment & Retention Tips in Accounting: Lee Frederiksen." For full shownotes on these segments, check out the stand-alone episodes coming out this week and outlined on the days below. NOTE TO LISTENERS: The Accounting Influencers Podcast is a daily radio-style show with four segments coming out every Monday which are repeated on the other 4 weekdays as standalone episodes, plus a bonus 'from the client's perspective' episode on Saturdays. On Sundays, listeners get a short min trailer for the coming week's episodes. Every Tuesday the show gives you a relevant news topic from the accounting and fintech world with a direct application to accountants, CPAs and bookkeepers. Great to stay informed and build your commercial acumen. Every Wednesday and Friday, we feature an uncut interview with top authors, leaders, thinkers and performers in the accounting and fintech world. Every Thursday the show gives you a practical 'here's what works' tips concerning a key challenge, need or strategy for accountants, CPAs and bookkeepers. Great to stay current and keep your skills topped up. Finally, every Saturday gives listeners a bonus episode which focuses on the buyers of accounting services - the clients themselves. In particular how they feel, react to and experience their interactions with accountants. That includes why they buy or don't buy, why they move or stay and why they think how they think about you, your firm, your prices and your offerings. Martin and Rob love to hear from the show's 26,000 unique listeners in 150 countries around the world. If you like the show and listen to multiple episodes, we'd really appreciate your appreciation with a review or rating. As most of our listeners tune in via Apple podcasts... How to leave a review on Apple Podcasts ① Open the Podcasts app on your iPhone, iPad, or Mac. ② Navigate to the page of the Accounting Influencers Podcast. ③ Scroll down to find the subhead titled "Ratings & Reviews." ④ Under one of the highlighted reviews, select "Write a Review." Anything about the style of the show, the frequency, the content, the CPE/CPD, the hosts Martin and Rob, the guests, the different segments or something in particular that's made a difference. Listeners can rate the show on a scale of one to five stars and can also add a written review.  Please also recommend the show to people in your network because we'd love to reach a wider audience. Thank you from Rob, Martin and the whole Accounting Influencers Podcast team.

Episode #19 with Brian Aoaeh who is a Cofounder and General Partner of REFASHIOND Ventures, an emerging venture capital fund manager that invests in early stage supply chain technology. He co-founded The Worldwide Supply Chain Federation, and is an Adjunct Professor of Supply Chain & Operations Management in the Department Technology Management & Innovation at the Tandon School of Engineering at New York University.What We Discuss With Brian AoaehWhat is the importance of optimising our supply chains?What are some of the strategies for reviving Africa's supply chains post pandemic?In the face of increased expenses, how can people change their supply chain strategies?When it comes to supply chain startups, what do investors look for?And much more...Full show notes and resources can be found here: Unlocking Africa show notesDid you miss my previous episode where I discuss The Truth and Facts About How Africans Consume Brands with Feyi Olubodun? Make sure to check it out!Like this show? Please leave us a review here -- even one sentence helps!Connect with Terser on LinkedIn at TerserAdamu, and Twitter @TerserAdamuConnect with Brian on LinkedIn at BrianAoaeh, and Twitter @brianlaungaoaehSupport the showDo you want to do business in Africa? Explore the vast business opportunities in African markets and increase your success with ETK Group. Connect with us at www.etkgroup.co.uk or reach out via email at info@etkgroup.co.uk

In this freeform podcast episode, I share my thoughts on my next book: DIVOT.A divot is a term from golf. It's when you swing at the ball, if you go too deep, a chunk of grass goes flying, and this is a divot.And that's the premise of the next book - how can we go deep and create more customer value?Rather than changing direction (pivot) it is about deep value creation.In this episode, I cover a number of different topics related to the book:Where do we double down on our investments?How can we identify our differentiator and use that to prioritize investments?How can the divot help create employee engagement and reduce burnout?How can we best motivate employees (compensation, community, contribution)?How can we provide stability for our employees (vs feeling like employees are working in quicksand)?Why divoting is not the about standing still but is about going deeper.The 5D of Differentiation (Distinctive, Desirable, Durable, Disruption-Proof, Disseminated)Why we want a laser focus on investments rather than diluting and dissipating our energies...and much moreI cover a lot of territory in this episode!If you have any stories to contribute to the new book, please drop me a line. P.S. Note that the title may change. The content might shift. And in the end it might be something other than a book. But the general philosophy of whatever I create will remain the same.

ABOUT BRANT COOPER Brant Cooper is a New York Times bestselling author and the CEO of Moves the Needle. Brant has over two decades experience helping companies bring innovative products to market, and is a global keynote speaker, mentor and trusted advisor to entrepreneurs. Brant joined host Robert Glazer on the Elevate Podcast to talk about his latest book, Disruption Proof, and how to keep yourself relevant through frequent innovation. The Elevate Club If you enjoy the Elevate Podcast, don't miss the Elevate Club, a new membership community led by Robert Glazer. Members get access to course licenses, private keynotes, monthly office hours and a private Slack community. Sign up at elevate-club.com.

Great event professionals know that it's vital to always have a plan B ready when planning events. They know how to deal with bad weather at events, and how to build a crisis communication plan. However, according to Event Brew, many are yet to master planning disruption-proof events amidst the pandemic - or at least master the way they communicate the unavoidable uncertainty.  This Event Brew episode might be short, but it's nonetheless a treat: after many weeks apart, we're finally going to hear from all four members of the iconic Brew Crew! They give us concrete advice on building out backup plans and communicating with attendees, sponsors, and exhibitors. Let's get brewing!

Brant Cooper is the New York Times bestselling author of “The Lean Entrepreneur,” and the CEO of Moves the Needle. With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action. Brant's new book, “Disruption Proof,” explores the three drivers of leadership and organizational disruption, and how leaders today can use this power to embrace uncertainty for maximum effect.   Key Takeaways [3:35] When we are successful, we want to take credit. When we fail, we retreat and examine why. [4:10] Disruption creates the opportunity for the entrepreneurial mindset. [6:15] Brant defines disruption. [7:00] The pandemic was brutal for many businesses, but this is just a small learning lesson for what's to come. We will see multiple bubbles of disruption. [8:25] When it comes to disruption, Brant uses the acronym RAD = Resilient, Aware, Dynamic. [11:55] When faced with uncertainty, create as many small experiments as you can to gain a better understanding and bring more unknown information into the known. [12:55] Jim shares an example of how Rockefeller innovated in times of uncertainty and disruption. [15:30] The biggest setbacks in business are when businesses don't explore and illuminate assumptions. [16:25] Brant shares his thoughts on how you can cultivate a RAD mindset throughout the entire organization. [20:45] Managers' new role isn't to micromanage and be “on top” of their people, it's to cultivate a learning environment. [24:55] Brant breaks down how you can test out your riskiest assumption first in a safe way. [31:00] A good team doesn't just depend on one leader. They depend on each other and even team members might switch between being the leader themselves, based on their expertise. [35:25] Companies are always focused on being under budget and on time, which leaves gaps in developing their talent. [40:00] Brant shares examples of how companies of the past have empowered their people to solve tricky problems in the moment. [43:00] Not everyone understands what it means to be “empowered.” Leaders need to set an example of what that actually looks like. [45:55] Listener challenge: Put an expiration date on the calendar to explore uncertainties.   Quotable Quotes “Failure is where the wisdom comes from, not from your successes.” “I don't think this is the last major disruption that's going to roll across our economy.” “We are living in this interconnected mesh network world with the speed of information. It's this connectedness that makes us more fragile to disruptions.” “Our first inclination is that everyone wants to be empowered and everyone knows how to be empowered, and it's really not that way.”   Resources Mentioned Sponsored by: Darley.com Brantcooper.com Movestheneedle.com Brant on LinkedIn Grab Brant's book: Disruption Proof: Empower People. Create Value. Drive Change. The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business, by Clayton Christensen The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter Senge Extreme Ownership: How U.S. Navy SEALs Lead and Win, by Jocko Willink and Leif Babin  

The New York Times bestselling author of The Lean Entrepreneur and Founder of Moves the Needle, Brant Cooper serves as a trusted adviser to startups and large enterprises around the world. Top 3 Value Bombs: 1. Embrace the exploration and learning side in order to execute better. 2. We live in a more complex world that we have to start thinking on how we can manage our companies differently to deal with a world filled of uncertainties. 3. Focus on creating value for human beings. The more value we create for others, the more it comes back to you. Learn more about Brant Cooper and his book - BrantCooper.com/fire Sponsors: Clay Clark: Looking for a business coach who has helped thousands of entrepreneurs increase profitability by an average of 104% annually - all for less money than it would cost to hire a minimum wage employee? And all on a month-to-month basis!? Schedule your free consultation today with Clay Clark at ThrivetimeShow.com/fire! HubSpot: Start giving your customers what they deserve. Learn more about how you can transform your customer experience with a HubSpot CRM Platform at HubSpot.com!

The New York Times bestselling author of The Lean Entrepreneur and Founder of Moves the Needle, Brant Cooper serves as a trusted adviser to startups and large enterprises around the world. Top 3 Value Bombs: 1. Embrace the exploration and learning side in order to execute better. 2. We live in a more complex world that we have to start thinking on how we can manage our companies differently to deal with a world filled of uncertainties. 3. Focus on creating value for human beings. The more value we create for others, the more it comes back to you. Learn more about Brant Cooper and his book - BrantCooper.com/fire Sponsors: Clay Clark: Looking for a business coach who has helped thousands of entrepreneurs increase profitability by an average of 104% annually - all for less money than it would cost to hire a minimum wage employee? And all on a month-to-month basis!? Schedule your free consultation today with Clay Clark at ThrivetimeShow.com/fire! HubSpot: Start giving your customers what they deserve. Learn more about how you can transform your customer experience with a HubSpot CRM Platform at HubSpot.com!

If there is one thing the last two years has taught us, its that nothing is certain and if you haven't created systems to deal with disruption your business and your personal life are going to be a rollercoaster ride. In this candid conversation with Steve Haase we share some of the ways we have created a thriving business as parents and partners that can handle rough waters. If you feel like you are always waiting for the other shoe to drop because your business isn't prepared for the next disruption this episode will help you change that for good. And if you are a parent and and entrepreneur, join our pop-up class here: https://courses.revitalizeyourrelationship.com/pandemic-parenting-business-owners

Listen on Apple, Google, Spotify, and other platforms.  Brant Cooper, CEO/Founder of Moves the Needle and New York Times bestselling author of The Lean Entrepreneur, teaches leaders how to improve their businesses to remain agile and resilient in the Digital Age in his latest book, DISRUPTION PROOF. Host Neal Bloom and Brant discuss the importance of decentralizing decision making in companies and being able to dynamically adjust to disrupting factors or situations.  Brant graduated from UC Davis with an Economics degree. He lived in the Bay Area for 17 years, following the trajectory of regular business. It wasn't until he joined his first startup that he understood the difference between entrepreneurial mindset versus a typical business. After coming down to San Diego, he observed the region and their small presence in the tech scene, with few successful startups and venture capital at the tail-end of funds. Since he was familiar with startup culture from the Bay Area, he brought that to San Diego, changing the culture from business professional and formal expectations to casual yet efficient meetups that were modernized to meet the rising digital age.  As his organized meetups grew in popularity, many people became involved and grew interest in the entrepreneurial scene. With more help, he put on the first Startup Week and co-founded Startup San Diego. Eventually, he passed on the organization to new leadership, and watched it go through successful transitions with competent leaders keeping the core fundamental aspects and attributes. He currently travels the world as a keynote speaker on how to discover and create new value and empower change through design thinking and lean methodologies.  Listen to Brant Cooper share his expertise in igniting entrepreneurial action within large organizations through disrupting our current way of thinking in order to find personal and economic growth. His favorite local tacos: Roberto's Mexican Food in Del Mar   Connect with Brant: Brant Cooper   Learn more about Moves the Needle: Website: https://movestheneedle.com/  Facebook: @movestheneedle Twitter: @MovesTheNeedle LinkedIn   Check out his newest book, DISRUPTION PROOF: https://brantcooper.com/tacosandtech/      Thanks to our partners at Cox Business & Cox Edge for their support in enabling us to grow the San Diego ecosystem.

New York Times bestselling author and founder and CEO of Moves the Needle Brant Cooper teaches leaders how to empower people and their organizations to create new value and become more resilient, aware and dynamic. Due to the rapid pace of technological innovation in the digital age, massive structural change is happening throughout society. Faced with increasing complexity and endless disruption, company organization, systems and management are still largely based on what was most efficient in the Industrial Age. Disruption Proof brings readers a refreshing new approach to navigate pervasive uncertainty.MATTER CEO Steven Collens sat down with Brant to discuss the uncertainty that the COVID-19 pandemic has caused, accelerating corporate innovation and creating resilient organizations.

Are you interested in building a more sustainable business? Join us this week for a discussion with Dennis Geelen, author of the 'The Zero In Formula' and Customer Experience & Innovation Consultant. We discussed what it takes to build a more effective and sustainable business, along with some practical principles from Dennis to guide the discussion. You will leave this session with a better understanding of how you can apply the Zero In Formula in your own business and create an experience that is truly disruptive! You can find me, Werner Puchert, on LinkedIn and Twitter. Catch my design tool reviews on YouTube and keep up with my latest live streams at the Creative Coffee Break.

Between technology, globalization, and a pandemic, it’s no wonder that businesses are experiencing disruption faster than ever. Regardless of industry or location, teams and organizations need to develop the skills to navigate regularly changing environments and increasing ambiguity. Today’s guest is Brant Cooper. Brant is the CEO of Moves the Needle and New York Times bestselling author of The Lean Entrepreneur and his new book Disruption Proof: Empower People. Create Value. Drive Change. Brant has a unique take on disrupting our current way of thinking in order to be closer to customers, move faster, and act bolder. With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action within large organizations. Brant and I talk about the 5 E’s of becoming disruption proof and what you and your team can do to make better decisions and be prepared for whatever the future brings. Get a downloadable reference of the 5-E’s which you can print and display in your office to help you remember to embrace Empathy, Exploration, Evidence, Equilibrium and Ethics in your work. Get it when you join the Modern Manager community. Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox. Read the related blog article: How To Prepare Your Team To Weather Any Storm KEEP UP WITH BRANT LinkedIn: https://www.linkedin.com/in/brantcooper/Twitter: @brantcooperWebsite: https://brantcooper.com/Book: https://brantcooper.com/disruption-proof/ Key Takeaways: Disruption-proof teams learn to navigate the uncertainty and changes of business life. They are able to thrive within unstable conditions. You can’t execute through a crisis. It requires innovation and experimentation. The five E’s to disruption-proof teams are Empathy, Exploration, Evidence, Equilibrium, and Ethics. Teams need to listen to what their clients want. This is best done by observing real life, with the person interacting with the tool or experience rather than from surveys or interviews. People are terrible at predicti

Today we interviewed Brant Cooper, author of the newly released book Disruption Proof. Brant suggests in a time of continuous disruption, we must spend more of our time innovating in what he calls “exploration mode”. Leaders need to be more open to trying things out, experimenting, exploring and finding solutions to near-term ever-changing problems. As companies innovate, they must work towards building a “RAD” organization (Resilient, Aware, Dynamic) so that they can empower their teams, and create an organization that embraces uncertainty and agility. In a post-pandemic era leaders need to rethink their roles. Instead of thinking about a five or 10 year horizon, leaders must empower their teams to deal with uncertainty and solve near term problems. This approach allows leaders and teams to be exceptionally skilled to Team Anywhere. Why are Leaders having such a Hard Time Accepting a Hybrid Style of Work?Many leaders are still using an Industrial Age mindset, one that believes the leader should know all the answers. This outdated mindset focuses on a centralized, top-down decision making style that causes leaders to think are the only ones responsible for solving the problems. Today, COVID has increased uncertainty in business at astronomical levels and the way of doing business is now radically different. Today, successful companies are depending on their front line teams to be heavily involved in both making decisions and implementing change. This approach is completely opposite to what many executives and leaders understand, but this is where true transformation happens. Embracing Uncertainty Requires More Time in Exploration ModeExecutives and leaders need to step out of their mid or long-term outlook to spend more time exploring near-term problems. Your leaders can't buy into a long-term vision if they are crippled by current issues. In order to do this, leaders and executives need to step into more exploration work. In the pre COVID era, work and leadership was centered around certainty. An average team would roughly spend 95% of their time in execution mode and 5% of the time in exploration mode. This worked in the pre-COVID era, but with so much uncertainty now, this approach no longer works. Today, leaders need to spend more time in exploration mode and use their innovative mindset to be able to solve near-term challenges.The Shift from Managing to Empowering When leaders rely on their teams to find solutions, they empower their teams. This gives the leader more space and time to remove obstacles in the way of the team. When teams are empowered to exercise their intelligence and their creativity, they are more engaged, enjoy their job, and look forward to coming to work. Leaders can begin to empower their teams by trusting them to solve problems that are low risk and create near term impact. Empowering teams in this way helps the teams demonstrate their ability to solve those problems. 5 Elements of A Disruption-Proof BusinessTo build a Disruption proof Business, Brant explains that it's important to build a RAD Organization (Resilient, Aware and Dynamic). A RAD organization is much like a palm tree that bends as it weathers a storm but doesn't break. RAD organizations are flexible and strong. These organizations continuously gather data, collate themes, formulate external and internal trends, expand perceptions, and transfer this dynamic knowledge into strategic planning and everyday work.  These organizations are able to quickly change based upon that new information. 1. Empathy2. Exploration3. Evidence4. Equilibrium5. Ethics

Meet Brant Cooper on new age podcast @vikrantworld YouTube channel the CEO and Founder of Moves the Needle, a global consultancy specializing in innovation for Fortune 50 companies & entrepreneurs, and the New York Times bestselling author of The Lean Entrepreneur. , He speaks around the world on organizational agility, digital transformation, and how to refocus missions on creating value , #podcast #newagepodcast #vikrantworld #podcast #instadaily #entrepreneurship #startup #mentorship #podcastindia #india

Check out the latest CTO Studio episode featuring Brant Cooper who is the author of Lean Entrepreneur.  Buy Brant's new book Disruption Proof here: https://www.amazon.com/Disruption-Proof-Empower-People-Create/dp/1538720191  Learn more about 7CTOs at https://7ctos.com/

Check out the latest CTO Studio episode featuring Brant Cooper who is the author of Lean Entrepreneur.  Buy Brant's new book Disruption Proof here: https://www.amazon.com/Disruption-Proof-Empower-People-Create/dp/1538720191  Learn more about 7CTOs at https://7ctos.com/

Check out the latest CTO Studio episode featuring Brant Cooper who is the New York Times bestselling author of The Lean Entrepreneur and CEO of Moves the Needle.  Buy Brant's new book Disruption Proof here: https://www.amazon.com/Disruption-Proof-Empower-People-Create/dp/1538720191  Learn more about 7CTOs at https://7ctos.com/

Brant Cooper is the New York Times bestselling author of ‘The Lean Entrepreneur' and CEO of Moves the Needle. With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action within large organizations.Get his new book, ‘Disruption Proof'!  https://brantcooper.com/How to be “Disruption Proof”-Join the Bottle Rocket Team! Check out all job openings here: https://www.bottlerocketstudios.com/careersUntil next time, friends...stay curious.

Brant Cooper's front-row seat to the dot-com boom and crash and subsequent experiences with startups led him to write a series of books to help entrepreneurs build more successful startups. More recently, he's turned his attention to how startups prepare for the long term by making sure they survive the short term with his new book, Disruption Proof.  In this episode, Brant talks about how writing a book is a lot like starting a business, how he tested his content before putting it in book form, his writing routine, and how he creates his books by dictating them as keynote speeches first.  Links:  https://linkedin.com/in/brantcooper  https://twitter.com/brantcooper  https://brantcooper.com  https://movestheneedle.com

Check out the latest CTO Studio episode featuring Brant Cooper who is the author of Lean Entrepreneur.  Buy Brant's new book Disruption Proof here: https://www.amazon.com/Disruption-Proof-Empower-People-Create/dp/1538720191  Learn more about 7CTOs at https://7ctos.com/

Author of Disruption Proof and The Lean Entrepreneur My guest for Episode #422 of the Lean Blog Interviews Podcast is Brant Cooper, appearing for the third time and the first time solo. Brant previously appeared, alongside Patrick Vlaskovits, in Episodes 99 and 162. Show notes: https://www.leanblog.org/422 Brant is the author of the upcoming book, Disruption Proof: Empower People, Create Value, Drive Change, due out in late October, but is available for pre-order now. Brant is The New York Times bestselling author of the book The Lean Entrepreneur (now in a 2nd Edition) and he's CEO and founder of the firm Moves the Needle. He is also organizing a virtual summit — the Endless Disruption Summit — on Sept 30. Topics and questions: “One thing in life is certain: Disruption is the new norm.” — Why is that increasingly so? How can a company become disruption proof? What's a good example of an Industrial Age company that has transformed to thrive in the Digital Age? Lessons from the pandemic? Working from home and now what? Empathy and restaurant signs The entire world is understaffed? The hospital sign about your energy and the workplace The 5Es: Empathy, Exploration, Evidence, Equillibrium, and Ethics His experiences in healthcare — cancer The people are amazing Ransomware attack affected his radiation care I hope you enjoy the conversation. The podcast is sponsored by Stiles Associates, now in their 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast is part of the #LeanCommunicators network. 

Check out the latest CTO Studio featuring Brant Cooper who is the author of Lean Entrepreneur.  Buy Brant's new book Disruption Proof here: https://www.amazon.com/Disruption-Proof-Empower-People-Create/dp/1538720191  Learn more about 7CTOs at https://7ctos.com/

What does it mean to become disruption proof? How do you inoculate your organization from inevitable disruption (things like ships getting stuck in canals/supply chain, COVID, changing buying habits)? Our guest in this episode, Brant Cooper, is the New York Times best-selling author of The Lean Entrepreneur and has a book coming out in October, available for pre-order), Disruption Proof: https://brantcooper.com/. Brant is also the CEO of Moves the Needle, a firm which helps inculcate the "entrepreneurial spirit" into organizations to make them "disruption proof." Listen to the show on Apple podcasts (https://podcasts.apple.com/us/podcast/win-win-an-entrepreneurial-community/id1465488607), wherever you normally get your podcasts, or listen on the web at www.FractionalLeadership.io/Win-Win-Podcast.

On this week's episode of Inside Outside Innovation, we sit down with New York Times bestselling author and founder of Moves The Needle, Brant Cooper. Brant and I talk about his upcoming book, Disruption Proof, and provide a sneak peek into our upcoming IO Live event on September 20. Let's get startedInside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week we'll bring you the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need as a new innovator.Interview Transcript with Brant Cooper, CEO of Moves The NeedleBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Brant Cooper. He's the founder of Moves The Needle, New York Times bestselling author of the Lean Entrepreneur, and author of an upcoming book, which I'm so excited to talk about called Disruption Proof: Empower People, Create Value and Drive Change. Welcome Brant. Brant Cooper: [00:01:07] Thanks Brian. Pleasure as always. Brian Ardinger: [00:01:10] I'm excited to have you back. As our audience knows you've been a part of the lean scene for a long time. You had a chance to speak at our IO2020 Summit. And we're going to do a little something different with this podcast episode, because we're having you back on September 29th for a live event. It's part of our IO Live series. Basically, we're going to have an hour to talk about the book and have audience questions and do a little bit more in depth stuff with you. So, I wanted to save this episode more as a preview to get folks excited about the book and excited about some of the things we're going to be talking about. So, with that, you got a new book out called Disruption Proof. Tell us how you got to the point of writing a new book and what's it all about? Brant Cooper: [00:01:50] Yeah. So, I guess it's been in the works for a couple of years, actually. It seems like so pandemic ready, but that was maybe just fortuitous that I was already embarking on it. And then of course the pandemic itself hit and business kind of dried up. So that gave you the opportunity to really crank it out. You know, over the last seven, eight years taking some of that lean stuff into the large enterprise. And it's just, that was an interesting journey in the sense that, you know, all of this lean startup, lean innovation stuff really started in Silicon Valley startups.I mean, honestly it preceeded all of that, but you know, us tech startup people like to feel like we've invented everything. There was a movement. Right. And so, starting in startups and then we bring it into the big companies. And inevitably we start with the innovation groups. As I'm trying to work through the change that is required inside of these companies, I really realized that there's uncertainty everywhere inside the enterprise.There's something happening here, way bigger. And this is perhaps obvious to a lot more people. It takes me awhile. I think really this fundamental shift from the industrial age and management practices and even management organization, that's based around the industrial, really this level of complexity and endless disruption that is in the digital age, leads to this uncertainty.And we continue to try to tackle the uncertainty the way we did in the industrial age. And it just creates more angst, and it creates more doubt and people just really wondering what the heck is going on. Then the pandemic hits. And I think we blame all of that angst and anxiety on the pandemic. And now people are like, ah, man, I can't wait to get back to the old normal. And yet the old normal was still filled with that uncertainty. And so that's really what the book ended up addressing. So again, I didn't start out with writing, you know, sort of this post pandemic book, but because I was writing it right in the middle of all of this, there really ends up being these pandemic…and how do you respond to it? And what does this mean in that bigger picture that ends up being what the book is about? Brian Ardinger: [00:04:05] It's interesting because I think, you and I have I've been talking about disruption forever. And innovation groups have been talking about it and trying to figure out how to do this. And the pandemic really seems to have taken that theory and made it real for most people.I mean, everybody on the planet to some extent has been disrupted by various means of, of what happened during the last 18 months. And it really, I think has brought out the conversation where it's no longer theory we're talking about. It's like, yeah, I get it. But now I really get it. But I still don't know what to do about it.So, you know, I've seen a proof of your book in that you really capture it and talk about the five elements of what you need to be doing to embrace this new world of work. So maybe talk through a little bit about that and some of the things you found out. Brant Cooper: [00:04:48] Yeah. So, to me, the key is to all of this, is that it's not really the technology, even though we're in a digital revolution and we're doing digital transformation and we're working in innovation. It just really isn't about the technology because there's not that much uncertainty around the technology.It's really about the mindset and the way we have to change our thinking and our behavior relative to this massive change in technology. And so, I described the behavior change that we need based upon these five elements. And so, empathy, exploration, which is basically admitting what we don't know. And so going out and learning. Leveraging evidence, so data plus insights to help us inform decisions. We don't want just algorithms and AI deciding for us, but certainly what we go and figure out needs to inform our decision. This concept of equilibrium, which is building a balance between the execution, everything that we know we have to get done, and this exploration work, meaning that we have to go and learn something first. That's a continuum throughout the organization. Even your core business needs to do some amount of exploration. It's not this bifurcation of one side of the house is execution. And one side is exploration. I think that's industrial age innovation thinking. And then the final one is ethics. And with all of the data problems that we have, and with livable wages and all of these other things that have really come to the fore, it's really incumbent upon businesses to figure out how they live up to their own values that they establish and that they broadcast.And again, that ends up being something that we have to drive down into the human behavior. And so rather than some of the big management theories on how you do change, which is very top down. I wanted to describe the behaviors of what people actually have to do day in, day out inside of their jobs. And it really is a ground up initiative.It requires obviously leaders to buy in and go, yes, we're going to change. It's kind of a pincer move, but you have to start with developing that behavior on the ground. And I guess the one other point I would make about it is the reason why I'm somewhat optimistic about that is this behavior already exists, right?The people that are subscribing to your podcast and that read your stuff, Brian, Design Thinkers, and Agile people, and Lean Startup people and entrepreneurs, people that are doing side gigs, these are people that already have this mindset. And so, what we have to take is not put them all in this silo, but rather get them to be the leaders of tomorrow, bringing this diverse mindset, this exploration skillset to the rest of the business. Brian Ardinger: [00:07:32] All the stuff you talked about, it's just so messy. And I think everybody's still looking for that silver bullet. Like if you do this, this, and this follow this particular path, you will have success. And Lean Startup was never meant to be the perfect path. Even if you follow lean startup 100 percent, you're still not guaranteed a successful product, service, whatever you're trying to create. It's that journey. You have to put on those exploration hats or backpack or whatever. I talk about going into a cave. The only way you can get out of the cave is you got to stumble around and figure it out. And the challenge is we don't reward that stumbling around. We don't provide the tool sets or the skillsets for folks that are not inherently like the entrepreneur that kind of has that built into their ecosystem. So, what can an average Joe hearing about this, understanding theoretically, like they need to do this. Are there tactics or things that you've seen that help start building that muscle? Brant Cooper: [00:08:26] There's a couple of things in there that come to mind. Number one is go find the like-minded people. Go find the people that maybe already exist inside of every big business. So go find them. And it could be just doing an innovation mindset happy hour once a week or every other week. But it's something that you want to try to spread throughout the organization, because these are your early adopters. And what you find is that there are leaders that actually belong to that group. And suddenly you make, you have these areas where you can start running experiments even with budget or even with permission. So, number one is finding like-minded people. Number two is to not wait for permission. To go and run experiments and come up with data. And then when you actually are seeking permission or advice or input. You're actually bringing evidence to the table and not just ideas. And I really do believe that ideas are a dime a dozen. Every big organization I've worked with has no problem with ideas. And I think leadership and middle management and all the rest go, yeah, we really need to empower the ideas of people. It's just not taking it far enough. If you've got thousands of ideas, literally it's how do you choose those ideas? The people on the ground need to themselves, not just go ask for stuff. They need to be able to provide evidence for what they're asking for. And I think that that added layer is actually going to start changing the conversation.And then the third thing that I really encourage people to do is to try to go and get empathy for their leadership. And so, it's kind of a funny concept because we often in that hierarchical command and control structure, are either afraid to do that, or don't think that we're even allowed to do that.And it doesn't mean that we are to whatever the whims are of the leaders. There's a selfish aspect of developing empathy in the sense that the more I understand my bosses, the more I understand how I'm going to get what I think that I need. Right. So, you're learning just as if they were a customer. You're learning how to navigate your relationship with the leader in order to get what you think is the right thing for yourself, your team, and your company. For More InformationBrian Ardinger: [00:10:45] Yeah. Oftentimes it is a balance. You still have to hit those quarterly numbers and still do what you're designed to execute on and optimize but knowing full well that if you do that and only that you're not going to get to where you need to be or not create the next future, whatever ends up on it.Again, we can go and talk for hours and we're going to do that here in the coming months. So, I encourage people to go to Insideoutside.IO. We'll have information posted there about signing up for the IO Live event here with Brant Cooper and in the interim, if people want to get a little sneak preview, find out more about yourself, more about the book, what's the best way to do that?Brant Cooper: [00:11:20] Yeah. So, I'm brant@brantcooper.com. Brant Cooper on all the social media. And I really encourage people to reach out. I respond to everyone. The website is Brantcooper.com right now. And people can pre-order the book as well as get some other goodies and we'll be sharing a content from the book in the coming months. As we prepare to join you on your show. Reach out, say hello and join the conversation. Really. I think that one of the things that you said, Brian, is that there isn't a formula. I mean, there's actually not one way out of that cave. And that's what complexity is right. Is that there's no best practices. And so, all of these different variables that people face based upon their businesses and based upon the history and based upon the people that are inside that business, everybody's going to have to figure out their way out of the cave, but there are some fundamentals.And also, what we want to do is try to create community around what works. We can share, what works and what doesn't work and those types of things. So, all of these people can start figuring it out, what works in their organization. Brian Ardinger: [00:12:21] Excellent. Well, Brant I'm excited for this conversation. Thanks for being a part of it. I look forward to having, again, a more in-depth conversation with the audience and encourage people to come out for that. Participate in that. And we look forward to talking in about a month or so. Thanks again for coming on. We'll talk to you soon. Brant Cooper: [00:12:35] Thank you, Brian. Great to catch up, man.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

On this week's episode of Inside Outside Innovation, we sit down with New York Times bestselling author and founder of Moves The Needle, Brant Cooper. Brant and I talk about his upcoming book, Disruption Proof, and provide a sneak peek into our upcoming IO Live event on September 20. Let's get startedInside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week we'll bring you the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need as a new innovator.Interview Transcript with Brant Cooper, CEO of Moves The NeedleBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Brant Cooper. He's the founder of Moves The Needle, New York Times bestselling author of the Lean Entrepreneur, and author of an upcoming book, which I'm so excited to talk about called Disruption Proof: Empower People, Create Value and Drive Change. Welcome Brant. Brant Cooper: [00:01:07] Thanks Brian. Pleasure as always. Brian Ardinger: [00:01:10] I'm excited to have you back. As our audience knows you've been a part of the lean scene for a long time. You had a chance to speak at our IO2020 Summit. And we're going to do a little something different with this podcast episode, because we're having you back on September 29th for a live event. It's part of our IO Live series. Basically, we're going to have an hour to talk about the book and have audience questions and do a little bit more in depth stuff with you. So, I wanted to save this episode more as a preview to get folks excited about the book and excited about some of the things we're going to be talking about. So, with that, you got a new book out called Disruption Proof. Tell us how you got to the point of writing a new book and what's it all about? Brant Cooper: [00:01:50] Yeah. So, I guess it's been in the works for a couple of years, actually. It seems like so pandemic ready, but that was maybe just fortuitous that I was already embarking on it. And then of course the pandemic itself hit and business kind of dried up. So that gave you the opportunity to really crank it out. You know, over the last seven, eight years taking some of that lean stuff into the large enterprise. And it's just, that was an interesting journey in the sense that, you know, all of this lean startup, lean innovation stuff really started in Silicon Valley startups.I mean, honestly it preceeded all of that, but you know, us tech startup people like to feel like we've invented everything. There was a movement. Right. And so, starting in startups and then we bring it into the big companies. And inevitably we start with the innovation groups. As I'm trying to work through the change that is required inside of these companies, I really realized that there's uncertainty everywhere inside the enterprise.There's something happening here, way bigger. And this is perhaps obvious to a lot more people. It takes me awhile. I think really this fundamental shift from the industrial age and management practices and even management organization, that's based around the industrial, really this level of complexity and endless disruption that is in the digital age, leads to this uncertainty.And we continue to try to tackle the uncertainty the way we did in the industrial age. And it just creates more angst, and it creates more doubt and people just really wondering what the heck is going on. Then the pandemic hits. And I think we blame all of that angst and anxiety on the pandemic. And now people are like, ah, man, I can't wait to get back to the old normal. And yet the old normal was still filled with that uncertainty. And so that's really what the book ended up addressing. So again, I didn't start out with writing, you know, sort of this post pandemic book, but because I was writing it right in the middle of all of this, there really ends up being these pandemic…and how do you respond to it? And what does this mean in that bigger picture that ends up being what the book is about? Brian Ardinger: [00:04:05] It's interesting because I think, you and I have I've been talking about disruption forever. And innovation groups have been talking about it and trying to figure out how to do this. And the pandemic really seems to have taken that theory and made it real for most people.I mean, everybody on the planet to some extent has been disrupted by various means of, of what happened during the last 18 months. And it really, I think has brought out the conversation where it's no longer theory we're talking about. It's like, yeah, I get it. But now I really get it. But I still don't know what to do about it.So, you know, I've seen a proof of your book in that you really capture it and talk about the five elements of what you need to be doing to embrace this new world of work. So maybe talk through a little bit about that and some of the things you found out. Brant Cooper: [00:04:48] Yeah. So, to me, the key is to all of this, is that it's not really the technology, even though we're in a digital revolution and we're doing digital transformation and we're working in innovation. It just really isn't about the technology because there's not that much uncertainty around the technology.It's really about the mindset and the way we have to change our thinking and our behavior relative to this massive change in technology. And so, I described the behavior change that we need based upon these five elements. And so, empathy, exploration, which is basically admitting what we don't know. And so going out and learning. Leveraging evidence, so data plus insights to help us inform decisions. We don't want just algorithms and AI deciding for us, but certainly what we go and figure out needs to inform our decision. This concept of equilibrium, which is building a balance between the execution, everything that we know we have to get done, and this exploration work, meaning that we have to go and learn something first. That's a continuum throughout the organization. Even your core business needs to do some amount of exploration. It's not this bifurcation of one side of the house is execution. And one side is exploration. I think that's industrial age innovation thinking. And then the final one is ethics. And with all of the data problems that we have, and with livable wages and all of these other things that have really come to the fore, it's really incumbent upon businesses to figure out how they live up to their own values that they establish and that they broadcast.And again, that ends up being something that we have to drive down into the human behavior. And so rather than some of the big management theories on how you do change, which is very top down. I wanted to describe the behaviors of what people actually have to do day in, day out inside of their jobs. And it really is a ground up initiative.It requires obviously leaders to buy in and go, yes, we're going to change. It's kind of a pincer move, but you have to start with developing that behavior on the ground. And I guess the one other point I would make about it is the reason why I'm somewhat optimistic about that is this behavior already exists, right?The people that are subscribing to your podcast and that read your stuff, Brian, Design Thinkers, and Agile people, and Lean Startup people and entrepreneurs, people that are doing side gigs, these are people that already have this mindset. And so, what we have to take is not put them all in this silo, but rather get them to be the leaders of tomorrow, bringing this diverse mindset, this exploration skillset to the rest of the business. Brian Ardinger: [00:07:32] All the stuff you talked about, it's just so messy. And I think everybody's still looking for that silver bullet. Like if you do this, this, and this follow this particular path, you will have success. And Lean Startup was never meant to be the perfect path. Even if you follow lean startup 100 percent, you're still not guaranteed a successful product, service, whatever you're trying to create. It's that journey. You have to put on those exploration hats or backpack or whatever. I talk about going into a cave. The only way you can get out of the cave is you got to stumble around and figure it out. And the challenge is we don't reward that stumbling around. We don't provide the tool sets or the skillsets for folks that are not inherently like the entrepreneur that kind of has that built into their ecosystem. So, what can an average Joe hearing about this, understanding theoretically, like they need to do this. Are there tactics or things that you've seen that help start building that muscle? Brant Cooper: [00:08:26] There's a couple of things in there that come to mind. Number one is go find the like-minded people. Go find the people that maybe already exist inside of every big business. So go find them. And it could be just doing an innovation mindset happy hour once a week or every other week. But it's something that you want to try to spread throughout the organization, because these are your early adopters. And what you find is that there are leaders that actually belong to that group. And suddenly you make, you have these areas where you can start running experiments even with budget or even with permission. So, number one is finding like-minded people. Number two is to not wait for permission. To go and run experiments and come up with data. And then when you actually are seeking permission or advice or input. You're actually bringing evidence to the table and not just ideas. And I really do believe that ideas are a dime a dozen. Every big organization I've worked with has no problem with ideas. And I think leadership and middle management and all the rest go, yeah, we really need to empower the ideas of people. It's just not taking it far enough. If you've got thousands of ideas, literally it's how do you choose those ideas? The people on the ground need to themselves, not just go ask for stuff. They need to be able to provide evidence for what they're asking for. And I think that that added layer is actually going to start changing the conversation.And then the third thing that I really encourage people to do is to try to go and get empathy for their leadership. And so, it's kind of a funny concept because we often in that hierarchical command and control structure, are either afraid to do that, or don't think that we're even allowed to do that.And it doesn't mean that we are to whatever the whims are of the leaders. There's a selfish aspect of developing empathy in the sense that the more I understand my bosses, the more I understand how I'm going to get what I think that I need. Right. So, you're learning just as if they were a customer. You're learning how to navigate your relationship with the leader in order to get what you think is the right thing for yourself, your team, and your company. For More InformationBrian Ardinger: [00:10:45] Yeah. Oftentimes it is a balance. You still have to hit those quarterly numbers and still do what you're designed to execute on and optimize but knowing full well that if you do that and only that you're not going to get to where you need to be or not create the next future, whatever ends up on it.Again, we can go and talk for hours and we're going to do that here in the coming months. So, I encourage people to go to Insideoutside.IO. We'll have information posted there about signing up for the IO Live event here with Brant Cooper and in the interim, if people want to get a little sneak preview, find out more about yourself, more about the book, what's the best way to do that?Brant Cooper: [00:11:20] Yeah. So, I'm brant@brantcooper.com. Brant Cooper on all the social media. And I really encourage people to reach out. I respond to everyone. The website is Brantcooper.com right now. And people can pre-order the book as well as get some other goodies and we'll be sharing a content from the book in the coming months. As we prepare to join you on your show. Reach out, say hello and join the conversation. Really. I think that one of the things that you said, Brian, is that there isn't a formula. I mean, there's actually not one way out of that cave. And that's what complexity is right. Is that there's no best practices. And so, all of these different variables that people face based upon their businesses and based upon the history and based upon the people that are inside that business, everybody's going to have to figure out their way out of the cave, but there are some fundamentals.And also, what we want to do is try to create community around what works. We can share, what works and what doesn't work and those types of things. So, all of these people can start figuring it out, what works in their organization. Brian Ardinger: [00:12:21] Excellent. Well, Brant I'm excited for this conversation. Thanks for being a part of it. I look forward to having, again, a more in-depth conversation with the audience and encourage people to come out for that. Participate in that. And we look forward to talking in about a month or so. Thanks again for coming on. We'll talk to you soon. Brant Cooper: [00:12:35] Thank you, Brian. Great to catch up, man.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

These days, startups are always trying to be like Google or Amazon while having no audience. Big businesses, on the other hand, think that they don't have to explore or learn new ideas. Startups and big businesses should exchange mindsets. Big businesses should learn how to go into exploration mode. This is where Brant Cooper, author of Disruption Proof and the CEO of Moves the Needle comes in. In this conversation with Michelle Seiler Tucker, Brant explains how to find the exploration mode and connect with your customers. Times have changed and it's time for your business management to change too. Join in and learn how.Love the show? Subscribe, rate, review, and share!Here's How »Join The Exit Rich Community today:seilertucker.comFacebookTwitterLinkedInInstagramYouTube

Brant Cooper is the New York Times bestselling author of The Lean Entrepreneur and CEO of Moves the Needle. With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action within large organizations.  Brant has a unique take on disrupting our current way of thinking in order to be closer to customers, move faster, and act bolder. He has experienced monumental milestones such as IPO, acquisition, rapid growth, and crushing failure. He serves as a global keynote speaker, mentor to entrepreneurs, and trusted advisor to corporate executives. His mission is to teach leaders how to find personal and economic growth through creating new value for fellow humans. Brant travels the globe speaking with entrepreneurs and intrapreneurs about how to discover and create new value; about empowering individuals to make the change they want to see in the world.

https://www.linkedin.com/in/brantcooper/ https://www.amazon.com/Disruption-Proof-Empower-People-Create-ebook/dp/B08WLQVMV3

As an IT leader, you strive to create an environment where people can learn, grow, inspire, and innovate. But to deliver on this promise, how are you building and sustaining a bottom-up culture, where each member of your team has a voice, empowered to make decisions, and motivated to create innovative and practical solutions to solve challenges and exploit business growth opportunities? And, how are you embedding resilience, so it stands the tests of business and life-changing disruptions like the pandemic? Guest 1: Faith Burn Title: Chief Information Officer, Eskom Holdings Guest 2: Michael Hites Title: Chief Information Officer, Southern Methodist University Guest 3: Kevin Gray Title: Chief Information Officer, City of Burbank For more details and related content: https://www.ciotalknetwork.com/building-a-disruption-proof-bottom-up-it-culture

Everybody wants to start big, right, but you have start narrow and focused; who do I want to create value for? Brant Cooper is the New York Times bestselling author of The Lean Entrepreneur and Disruption Proof and also the CEO of Moves the Needle.With over 2 decades of business experience, Brant travels the globe speaking with entrepreneurs and intrapreneurs about how to discover and create new value. As an entrepreneur himself he has experienced all its aspects like IPO, acquisition, rapid growth, and crushing failures. Brant's success lends itself to the fact that he has a unique take on disrupting people's ways of thinking in order to become closer to customers. Let's get right into this episode and learn from the master how to find product market fit.Things you will learn in this episode: [00:01 - 06:35] Opening Segment I introduce today's guest, Brant CooperBioCheck out guestio.com and let's get you some world-class contentBrant gives us a bit of his backgroundAwkward and introverted growing up Raised in Cali and Virginia Self-taught entrepreneurship College for the sake of knowledge Living through the ‘.com'[06:36 - 20:36] How to Find Product Market FitBrant on failure and bouncing back Writing on the movement Beginning to teach large enterprises Everything is changing Why you should be a lean entrepreneurWhat ‘lean' really meansReduce waste improve productLearning and understanding your customersFinding a model that worksWhy startups fail in the first placeAlways keep learningWhat to test - unknown and fundamental assumptionsGathering data from your market segment/networkA word from our sponsor[20:37 - 29:04] Alternatives to Venture Capitalism How to know when it's time to raise capitalRaising for intellectual property Alternatives to raising funds for founders Taking power for yourselfPut off the institutional raiseOwn it and take charge as CEOForm relationships before the pitchNetwork is kingProducts change behavior - know, like, and trustCutting through the noise[29:05 - 38:48] Closing SegmentWho you know, or what you knowIt's a sequence, what unlocks who you know Who you know gets you to successPlaying devil's advocate for the ‘what'You need a what that no one else hasThE RaNdOm RoUnDHow to engage with BrantLinks below Final words Tweetable Quotes: “Having faith in your own self, being able to take care of your own economy… is really what entrepreneurism is all about.” - Brant Cooper“‘Lean' is how do I reduce the waste in producing whatever value I'm trying to do.” - Brant Cooper“Everybody wants to start big, right, but you gotta start narrow and focused; who do I want to create value for?” - Brant CooperResources mentioned: Disruption Proof - Brant CooperConnect and engage with Brant on LinkedIn, Twitter, and Facebook. Check out https://brantcooper.com/ for even more resources.Did you love the value that we are putting out in the show? LEAVE A REVIEW and tell us what you think about the episode so we can continue putting out great content just for you! Share this episode and help someone who wants to connect with world-class people. Jump on over to travischappell.com/makemypodcast and let my team make you your very own show!If you want to learn how to build YOUR network, check out my website travischappell.com. You can connect with me on Facebook, Instagram, and Twitter. Be sure to join The Lounge to become part of the community that's setting up REAL relationships that add value and create investments.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Helping Business Owners Trim the Fat with The Lean Entrepreneur Publish. Promote. Profit. with Rob Kosberg Episode 022 Brant Cooper Brant Cooper is the New York Times bestselling author of The Lean Entrepreneur and his newest book, Disruption Proof as well as CEO of Moves the Needle.  With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action within large organizations.   He has experienced monumental milestones such as IPO, acquisition, rapid growth, and crushing failure. He serves as a global keynote speaker, mentor to entrepreneurs, and trusted advisor to corporate executives.  His mission is to teach leaders how to find personal and economic growth through creating new value for fellow humans.  Listen to this informative Publish. Promote. Profit. episode with Brant Cooper about helping business owners trim the fat with the Lean Entrepreneur. Here are some of the beneficial topics covered on this week's show: How being a lean entrepreneur or startup is about eliminating waste. Why honing a business to the right marketplace reduces wasteful spending. How entrepreneurs must learn and grow from their failures. Why it's difficult to bring in an entrepreneurial spirit to large companies. How entrepreneurs have to work differently because the world is complex and filled with uncertainty. Connect with Brant: Links Mentioned: brantcooper.com Guest Contact Info: Twitter @brantcooper Facebook facebook.com/brantcooperofficial LinkedIn linkedin.com/in/brantcooper Connect with Rob: Website bestsellerpublishing.org Twitter @bspbooks Instagram @bspbooks Facebook facebook.com/bestsellerpub YouTube youtube.com/c/BestSellerPublishingOfficial Learn more about your ad choices. Visit megaphone.fm/adchoices