Podcast appearances and mentions of Safi Bahcall

Para manter a tradição de todos os anos, Cristina De Luca e Silvia Bassi selecionaram dez livros que podem ajudar a começar bem 2025, de Inteligência Artificial a ficção científica, passando por guerra tecnológica e biografias de super founders de tech que vão impactar nossa vida no novo ano.Links do episódio: 1- "Potencial oculto: Como extrair o melhor de você e dos outros", livro novo de Adam Grant para brilhar em 2025.2- "Lunáticos - Loonshots: Como cultivar ideias inovadoras capazes de mudar o mundo", de Safi Bahcall, para tirar sua idéia maluca do papel.3- "The Skill Code: How to Save Human Ability in an Age of Intelligent Machines", de Matt Beane, para garantir que nossas habilidades humanas prosperem na era da IA.4- "Gambling Man: The Secret Story of the World's Greatest Disruptor, Masayoshi Son", de Lionel Barber, sobre um dos mais controversos investidores de tecnologia.5- "Supremacy: AI, ChatGPT, and the Race that Will Change the World", de Parmy Olsen, mergulha na grande guerra entre OpenAI e Google DeepMind. Livro do Ano do Financial Times.6- "The Nvidia Way: Jensen Huang and the Making of a Tech Giant", de Tae Kim, explica como pensa o cofundador da Nvidia, a empresa que está no olho do furacão da IA.7- "Mindmasters: The Data-Driven Science of Predicting and Changing Human Behavior", de Sandra Matz, para entender como os algoritmos podem influenciar nosso comportamento, para o bem e para o mal.8- "Unit X: How the Pentagon and Silicon Valley Are Transforming the Future of War", de Raj Shah e Christopher Kirchhoff, sobre a influência da tecnologia digital no futuro da guerra.9- "Scale: The Universal Laws of Life, Growth, and Death in Organisms, Cities, and Companies", por Geoffrey West, traz o lado científico sobre as métricas que regem a vida e a morte dos seres vivos, organismos, empresas e cidades.10- "Nada mais será como antes", de Miguel Nicolelis. Uma ficção científica fundamentada em problemas e riscos reais para a humanidade. A The Shift é uma plataforma de conteúdo que descomplica os contextos da inovação disruptiva e da economia digital.Visite o site www.theshift.info e assine a newsletter

In this episode, we delve into the question of whether it's better to be first to market... or second. Safi Bahcall, author of "Loonshots," discusses the importance of nurturing big ideas and differentiates between product-type (P-type) and strategy-type (S-type) innovators. Through historical anecdotes and industry examples, we explore whether it's more advantageous to be first or second to market, and how to leverage your strengths for lasting success.Five Key Learnings:First vs. Second to Market:Being first isn't always an advantage. Sometimes being second allows you to learn from the first mover's experiences and refine your approach.Importance of Storytelling:Transformers succeeded partly due to a compelling narrative and superior marketing, emphasizing the power of storytelling in connecting with audiences.Innovative Blind Spots:P-type innovators can miss strategic market shifts, while S-type innovators might overlook technological advancements.Ambidexterity in Innovation:Combining product innovation with strategic innovation can significantly enhance the sustainability and reach of your ideas.Self-Awareness:Understanding your strengths and compensating for your weaknesses through complementary skills is crucial in navigating competitive markets.Get full interviews, daily episodes, guides, Q&A segments, and more at DailyCreative.app.Mentioned in this episode:NEW BOOK! The Brave Habit is available nowRise to important moments in your life and work by developing the habit of bravery. Available in paperback, ebook, or audiobook wherever books are sold. Learn more

It's not easy for huge, breakthrough ideas — the kind that truly change the world — to see the light of day. Here, physicist, entrepreneur and author Safi Bahcall talks in detail about the creativity and determination required, plus the obstacles to overcome, and cites fascinating examples including James Bond, Lipitor, Apple, Airbnb and others. 

On this episode I'm speaking with Brent Camp, a VP of Leasing at Asset Living. Brent has worked in the industry for over 14 years across student housing, lease-ups, value-add and repositions, active adult, affordable, and build-to-rent housing. At Asset Living, Brent leads the leasing and marketing initiatives for their conventional portfolio. He drives leasing performance and assists clients and operational leadership in evaluating marketing and sales performance at their communities. He's also a Certified Apartment Manager (CAM) and a member of the Zillow Rentals Product and Marketing Committee. In his past life, Brent was the co-founder and operator of Oaktopia Music Festival, recognized as Dallas' Best Festival in 2015 and 2016. When he's not in the office, Brent enjoys golfing, traveling with his wife and dog, and attending concerts. Related links for this episode: Asset Living - https://www.assetliving.com/ Brent on LinkedIn - https://www.linkedin.com/in/brent-camp/ Asset Living on LinkedIn - https://www.linkedin.com/company/asset-living/ Asset Living on IG - https://www.instagram.com/assetliving/ Loonshots by Safi Bahcall - https://amzn.to/3UnZS0e Be sure to support this podcast by subscribing and reviewing! Get on the list at https://transformingcities.io for future announcements. Brought to you by Authentic: https://authenticff.com © 2024 Authentic Form & Function

Ever wondered how the world of product development can be viewed through the lens of a physicist? How the future of AI will impact our existence? What a champion poker player has to say about quitting, and what we can learn about product development from an architect? This week, we dive headfirst into those questions with four fascinating reads: 'Loonshots' by Safi Bahcall,  'AI 2041' by Kai Fu Lee and Chen Quifan, 'Quit' by Annie Duke, and 'How Big Things Get Done' by Bent Flyvbjerg and Dan Gardner. These books have reshaped my perspective and I believe they hold interesting insights for you too. We'll explore how these books apply to new product development projects and how they can help us do it better.  I also share why I thought some were better together, read in pairs.  For those of you who love a good discussion, I'm inviting you to join my virtual book club where we can further unravel these intriguing books. Let me know if you're interested! So, tune in for a conversation that promises to be as enlightening as it is engaging!Visit the podcast blog.Support the show**FREE RESOURCES**Quality during Design engineering and new product development is actionable. It's also a mindset. Subscribe for consistency, inspiration, and ideas at www.qualityduringdesign.com. About meDianna Deeney helps product designers work with their cross-functional team to reduce concept design time and increase product success, using quality and reliability methods. She consults with businesses to incorporate quality within their product development processes. She also coaches individuals in using Quality during Design for their projects.She founded Quality during Design through her company Deeney Enterprises, LLC. Her vision is a world of products that are easy to use, dependable, and safe – possible by using Quality during Design engineering and product development.

Are you ready to embark on a transformative journey? The latest episode is an absolute must-listen for those brave enough to venture down "The Road Less Stupid." In this riveting discussion with Matthew Dashpher Hughes of Gunner Cooke, you'll explore the profound significance of Values and how they shape our organisations and our lives.

Jeremy Utley: Ideaflow Jeremy Utley is the Director of Executive Education at the Stanford d.school, and an Adjunct Professor at Stanford's School of Engineering, where he has earned multiple favorite professor distinctions from graduate programs. He co-teaches two celebrated courses, Leading Disruptive Innovation (d.leadership) and LaunchPad, which focus on creating real-world impact with the tools of design & innovation. He is also on the teaching teams of d.org, an organizational design course, and Transformative Design, a course that turns the tools of design onto graduate students' lives. One of the most prodigious collaborators at the d.school, Jeremy has taught alongside the likes of Lecrae, Dan Ariely, Laszlo Bock, and Greg McKeown. He is the author along with Perry Klebahn of Ideaflow: The Only Business Metric That Matters. Brainstorming sessions often emerge to address a problem requiring new ideas or innovation. However, the way many of us approach brainstorming vastly limits what's possible for our teams and organizations. In this conversation, Jeremy and I discuss where leaders go wrong and some of the most helpful mindsets and tactics to do better. Key Points We tend to like cognitive closure. That often stops us from moving forward more substantially during brainstorming. The Idea Ratio shows that 2000 ideas are needed for every one idea that goes to market. Most teams and organizations vastly underestimate this. Set the expectation that brainstorming is a process, not a single event. That will help you surface vastly more useful ideas. Gather initial suggestions before a session to avoid favoring extroverts and early anchoring on what's said initially. A useful way to make this is ask the language, “How might we…?” Warm-up exercises can substantially help put team members in the right mindset for creativity, especially for those with busy schedules moving between contexts. Resources Mentioned Ideaflow: The Only Business Metric That Matters by Jeremy Utley and Perry Klebahn Jeremy Utley's website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Be Present, with Dan O'Connor (episode 399) The Way to Nurture New Ideas, with Safi Bahcall (episode 418) How to Build an Invincible Company, with Alex Osterwalder (episode 470) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Guest Bio: Rita McGrath is a best-selling author,  sought-after advisor and speaker, and  longtime professor at Columbia Business School. Rita is one of the world's top experts on strategy and innovation and is consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50.  McGrath's recent book on strategic inflection points is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). Rita is the author of four other books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Since the onset of the pandemic, Rita has created workshops, strategy sessions and keynotes, applying her tools and frameworks to strategy under high levels of uncertainty to specific issues organizations are facing.  As Rui Barbas, the Chief Strategy Officer for Nestle USA said, “You were incredibly insightful and, despite the virtual setting, there was lots of engagement and comments from leaders sharing eye-opening observations and building on your examples throughout. You delivered the inspiration and illustration desired and it was exactly the right focus and challenge for this team. Appreciate your time throughout the process to align on content and delivery. The future-focus theme was the perfect close to our leadership summit.” Rita's work is focused on creating unique insights.  She has also founded Valize a companion company, dedicated to turning those insights into actionable capability.  You can find out more about Valize at www.valize.com. McGrath received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. She is active on all the main social media platforms, such as Twitter @rgmcgrath.  For more information, visit RitaMcGrath.com.   Social Media/ Websites: LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: @rgmcgrath Instagram: @ritamcgrathofficial Youtube: https://www.youtube.com/user/rgmcgrath Websites: https://ritamcgrath.com and valize.com Rita's Newsletter/ Articles Substack: https://thoughtsparks.substack.com/ Medium: https://rgmcgrath.medium.com/ LinkedIn: https://www.linkedin.com/newsletters/thought-sparks-6787762418471755776/ Books Seeing Around Corners by Rita McGrath https://www.amazon.co.uk/Seeing-Around-Corners-Inflection-Business/dp/0358022339 The Entrepreneurial Mindset by Rita Gunther McGrath and Ian MacMillian https://www.amazon.co.uk/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346 The End of Competitive Advantage by Rita Gunther McGrath https://www.amazon.co.uk/End-Competitive-Advantage-Strategy-Business/dp/1422172813 Disrupt Yourself by Whitney Johnson https://www.amazon.co.uk/Disrupt-Yourself-New-Introduction-Relentless/dp/1633698785 Humanocracy by Gary Hamel and Michele Zanini https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Reimagining Capitalism by Rebecca Henderson https://www.amazon.co.uk/Reimagining-Capitalism-Business-Save-World/dp/0241379660 When More is Not Better by Roger L. Martin https://www.amazon.co.uk/When-More-Not-Better-Overcoming/dp/1647820065/ Being An Adult by Lucy Tobin https://www.amazon.co.uk/Being-Adult-ultimate-getting-together-ebook/dp/B07GQ1KRTC/ Only The Paranoid Survive by Andy Grove https://www.amazon.co.uk/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139  Ula Ojiaku: My guest today is Dr. Rita McGrath. She's a best-selling author, a sought-after speaker and advisor and consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. In this episode, Rita talked about the concept of inflection points from her book ‘Seeing Around Corners' and how as leaders, we can train ourselves to spot these inflection points and act on the information we receive. She also talked about making complex things simple for the people we work with. I learnt a lot speaking with Rita and I'm sure you will find this conversation insightful as well. Thank you again for watching! It's an honor to have you on the show, Rita McGrath. Many, many thanks for joining us. Rita McGrath: Well, thank you Ula. It's a pleasure to be here. Ula Ojiaku: Great. Now, can you tell us about yourself? How did the Rita, Dr. Rita McGrath we know today evolve? Rita McGrath:  Well, it would have to start with my parents, of course. I mean, all great stories start with your parents. And so, my parents were both scientists. My mother was a Microbiologist, and my father was an Organic Chemist. And so, I grew up in a house where, you know, (if) a question couldn't be answered, you went and got the reference book and figured it out. And both, (had) incredible respect for science and for diligence. And, you know, the house was always full of books and lots of emphasis on learning. I wouldn't say we were, financially all that well-off – we weren't poor by any means. But it was, you know, there wasn't like a lot of money to spare, but there was always money for books, and there was always money for, you know, educational experiences and that kind of thing. So, that's the household I grew up in. So, my parents, when I was born, were both on the staff at the Yale Medical School. So, they were both researchers there. And then my dad in the late 60s, got an offer to go join this upstart, fledgling company that was at the cutting edge of all kinds of things in his field and that was Xerox Corporation. And he was very conflicted about leaving academia, but went off eventually to Xerox. So, we moved the family to Rochester, New York. So that's where I did most of my growing up. And my mother at that time, decided to stay home, more or less. And then she started a scientific translation business. So, she moved into an entrepreneurial career more than her scientific career. And then when it came time to go to college, I went to Barnard College in the City of New York. I'd always thought New York was an amazing place and was accepted there. So, went off to New York, did my Bachelor's and my Master's in Political Science and Public Policy. I was very interested in public policy and matters of social contract and those kinds of things. And then my first job was actually with the City of New York, I ran purchasing systems for government agencies. It doesn't sound very glamorous. But today, we would call it digital transformation. It was the very first wave of companies taking their operations in a digital form. And it was very exciting and I learned a lot. Then I got to the end of… the thing about public service is when you start, there's (this) unlimited sort of growth that can happen for a few years, and then it really just levels off. And you're never going to go beyond that. So, I kind of reached that headroom and decided to do something different. Ula Ojiaku:  Was it at that point that you decided to go for your PhD? Rita McGrath:  And that was one of the options I was considering. And my husband basically said, ‘look, if you get into a top five school, it's worth doing and if you don't, it's probably not.' But you have to think in that time, MBA programs were just exploding, and there'd been a lot of pressure on the administrators of MBA programs, to put PhD accredited faculty in front of their students. The big knock against the MBA at the time was, oh, they're just trade schools. You know, we've got some guy who ran an entire company comes in and talks and that's not really academically suitable. And so, there was a huge pressure for schools to find PhD accredited people-  that still exists (but) the market pressures has changed a lot. But when I was doing my PhD, it was pretty sure I would get a job if I managed to complete the degree. So that that gave me that extra input to do that. Ula Ojiaku:  Did you already have like children when you started the PhD? Rita McGrath: Yes Ula Ojiaku:  And how did you cope? Rita McGrath:  Our son was, how old was he? He would have been nine months old when I started my PhD program. Yeah. Ula Ojiaku: Wow, 9 months old. Rita McGrath: Oh, yeah, it was a real challenge. And I guess everybody manages those kinds of challenges in their own way. But yeah, it was a struggle because, you know, typical day would be you know, get up, get the baby to daycare or wherever and then do school or whatever I had to do that day. And then it was sort of pick them up. By the time I had a second child it was pick them up, get them dinner, get them bedtime, get them story, and then I'll be back at my desk at nine o'clock at night, trying to do what I needed to do. So, it was a new turn. It was tough. It was difficult years. I mean, joyful years though but it was just hard to fit everything in. Ula Ojiaku:  I can imagine. I mean, although I'm thinking of starting my PhD (studies), my children aren't that small but I do remember the time (they were), you know, I was still working full time. So, the challenge is you'd go to work and then come back to work. I mean, to another type of work. And then when they go to bed, the work continues. Yeah, it's interesting. Rita McGrath: Quite exhausting. Ula Ojiaku: You can say that. I'm so glad they're not in diapers anymore. So, it's baby steps, we are getting there. So, can we go on to your book, “Seeing Around Corners, How to Spot Inflection Points in Business Before They Happen”. I'd like to start from an unusual place in the book. I started from the dedication page, and you know, reading everything, and I noticed that, you referred to a conversation, one of the last conversations you had with your mother. Could you tell us about that? Rita McGrath:  Oh sure. She was well, at the time, she was quite ill, she had sarcoma in her lung, and she was quite ill. It's a horrible disease, and we haven't got any real treatments for it. So, the recommendation is you do chemo and that really knocks you out. So, she was quite ill and sort of migrating between the chair and the couch and the chair and the couch. And in one of those conversations, she just said ‘I want you to know I'm proud of you. And I've had a good life and I'm prepared for whatever comes next.' And I thought that was lovely of her to say and I thought in that moment to pass it on to all these other women. And you know you bring up motherhood and being a working woman and all those complicated emotions that come with that because there seems to be guilt around every corner you know, if you're not at home full time, oh you're a terrible mom. And if you're not at work full time, you're a terrible worker. I just I think so many of those things are just designed to twist us up into little balls. And when I look at my own mother's experience - she was a working woman… I grew up but I think I'm third or fourth generation working woman so it never even occurred to me that wouldn't be possible. But I think what often is missing is this validation, you know that for women who are trying to you know make their way professionally and be great, responsible parents and do all these other things that often there's a sense of a lack of self-worth you know, ‘oh, I'm not doing enough.' The more I hear that… Ula Ojiaku:  I feel like that some… most days I feel like that… Rita McGrath: Believe me, you are doing enough Ula Ojiaku:  Sometimes I ask my children, am I a good mom? Rita McGrath:  I think part of it too is we, and when I say we, I mean baby boomer mothers and maybe a little younger. We got ourselves all tangled up in this if it's not like organic, hand-processed  lima beans with you know, organic succotash, mixed in you know, it's not good baby food. Honestly, Gerber's exists to provide perfectly nutritious food for really young babies and they've been doing it for decades and you can trust that and if it makes your life easier, go with it. Ula Ojiaku:  Thank you! Rita McGrath: You know, I think we I think we get ourselves all tossed up in like, what does good mean? I mean, honestly, the kids don't mind you know? I mean, they'd celebrate if it was chicken finger night. Ula Ojiaku:  Let's go to the book. You know, because in your book you said you it's about how to spot inflections before they happen in business. Can you give us examples of, you know, businesses that had these inflection points occur, and they failed to recognize it and what was the impact? Rita McGrath:  Sure, let's take one that is quite sad to me, which is Intel. And Intel built its, well, Intel went through a major inflection point, in fact, the originator of the concept was Andy Grove, who was their former CEO. And he talked about his inflection points in his book, Only the Paranoid Survive, which is really a brilliant, brilliant book. And one of the reasons I wrote my book was that very little had been done since his book on that topic. And Grove built this incredible company, Intel. And they were making microprocessor chips. And they were very, very powerful, very fast chips. And so, the assumptions inside Intel's business model was, what customers were going to pay for was faster, faster, faster, more computation power, more and more powerful. But what they didn't really think about was energy consumption. And as the world went more mobile… so the Intel product is the PC, and the PC, the desktop PC remains firmly plugged into the wall. And then later, we make PC chips that maybe have slightly lower power consumption to power PCs, but it's still that notion of power, you know, and I think the inflection point that caught Intel by surprise, to some extent was, this movement towards mobile, where the vast majority of chips being made were these completely different architecture chips by  companies like ARM and you know, and companies like that, which, from their inception, recognized that low power was the way to go. Then they weren't very powerful in the sense of speed, which is what Intel was driving its business towards. But they were powerful in the sense of ubiquitous low power, long battery life, that kind of thing. And I think that's an example of the kind of assumption that can cause a company to get into trouble, when the underlying shift in the business environment says, ‘wait a minute, this thing you've been building all this time may not be what is needed by the marketplace.' Ula Ojiaku:  That's interesting. So, it brings me to the point of, the points you made about, you know, the indicators, the early warnings, and you mentioned the concept of you know lagging, current and leading indicators. And there was an emphasis in your book on, you know, leading indicators. Could you tell us a bit about that? Rita McGrath:  Sure. Well, so leading indicators are today's information about tomorrow's possibilities. And what we unfortunately rely on a lot in business is lagging indicators - so profits, performance, you know, ROI, all those things are lagging some kind of decision that you made a long time ago. So, the concept of leading indicators is to try to get business leaders to think about what would have to be true, you know, before I was able to make a certain decision, what are the leading indicators? So, an example would be back in the 90s, computer scientists all over the world realized that come the year 2000, from the turn of the millennium, that the way computer programs had been programmed, was only two digits for the year. And so, when the year went to zero-zero, computers, were going to think it was 1900 and this was going to be terrible. Because they all get out of sync, you know, and planes would drop out of the sky. You're gonna become unstable, and you'll all need to move to Montana and stuff … I don't know if you can remember this. Ula Ojiaku: Yeah, the Y2K bug… Rita McGrath: Oh my goodness…! Ula Ojiaku: It was a big sensation. Yeah… Rita McGrath: Apocalyptic – remember?! And yet, when the big moment came the year 2000. What happened? Well, nothing happened. Why did nothing happen? We looked at that early warning, and we said, whoa, if that happens, it's bad. And then so companies, prodded by their accounting firms, prodded by other security considerations invested billions in correcting that flaw. And so, that's an example of an early warning. And there are a couple of things to understand about early warning. So, the first important thing is, the measure of a good early warning is not, did it predict what happened. The measure of a good leading indicator is, did it help you prepare for what might happen? And so, I think that's a really important distinction, because we oftentimes, oh, you that didn't predict this or that. But that's not the point. The point is, did it help you think more broadly about what might happen so that you could be prepared? So, I think that's the first thing. The second thing to remember about leading indicators is they're often not quantitative in the way that we like to think about quantitative things. They're often qualitative. They often take the form of stories. And they often come from what are called unrepresentative parts of your mental ecosystem. So, you know, it's that person on the loading dock (saying to themselves), ‘this is, well, that's weird, a customer never asked for that before', or the person answering the phone, you know, in headquarters going, ‘Well, I don't understand why they need that information…' You know, it's those little anomalies or things that depart from business as usual, that are often the weak signals that you need to be paying attention to. Ula Ojiaku:  So, can you give us an example where you mean, I mean, of how we can go about choosing good leading indicators? Rita McGrath:  Well, in the book, I describe a technique that I use, which is you take a couple of uncertainties and juxtapose them on each other. And that gives you four or more you can do this for as many as you like, stories from the future, possibly a future that we could live in. And then depending on which one you want to think about, you say, ‘okay, I'm gonna write a headline as if it came from a newspaper story about that scenario. And I'm gonna work backwards and say, what has to be true for that headline to emerge.' So, take an example that's playing out right now, chronic and accelerating decline in birth rates in the United States. People are just deciding not to enlarge their families or not to start their families at all. And for very good reasons, you know, the level of social support for families is very low. Mostly women are bearing the burden. And very often women are the ones that make a large part of the decision about whether the family is going to grow or not. And so, we're facing a real baby bust. Well, if that's true, and we follow that along, well, what are some things that would be early warnings or indicators of what that world will be like? Well, you'll see a decline of working people relative to retired people, or people needing assistance, you'll see, you know, fewer kids with more resources to support them. So, the kind of baby Prince phenomena we saw in China. There are lots of things you can kind of work through. But once you say, ‘okay, I see a world with a million fewer children three years from now, than we would have expected well, okay, what now working backward? What does that tell us we need to be paying attention to today? Ula Ojiaku:  Yes, yes. That's a great example. And I wonder, though, so given all, you know, the research that has led to, and your experience as well, consulting with, you know, most of these large organizations, the case studies, you've come to witness and all that, what would you, what would be your advice to leaders of such organizations, you know, in terms of how they can better prepare themselves or equip themselves to recognize these inflection points, and lead effectively? Rita McGrath:  Well, I think the first principle is you have to be discovery driven. In other words, you have to be curious about what's going on. And if you're the kind of leader who (when) someone brings you a piece of information, and instead of treating it like a gift, you're like, oh no, you don't understand that's wrong. That's not the way the world works. If you're dismissive of information people are bringing you that's very dangerous. Because the information you need is not going to come from your lieutenants at headquarters, it's going to come from that guy on the loading dock. So, I think you want to think about establishing some kind of information flows, that go directly from where the phenomena are happening to your desk. So, as an example, a company I really admire is the German metal services company Klockner. And their CEO, Gisbert Ruehl was taking them through a digital transformation. And his big concern was not that they meant it, right? But that his lieutenants, his middle manager, cohort, would be so expert, and so experienced at the way business was, that they would just shut down these digital efforts. And he was very, very concerned about that. He said, well, I need some way of making my message heard directly to the people that are on the frontlines and I also need a way of hearing from them what's going on. So, he implemented Yammer, called non-hierarchical communication. And the deal was anybody in the company that had something he needed to know should feel comfortable sending him a note. And I'm told, I don't know this for a fact that I'm told that at headquarters, he had his instance of Yammer set up so that the lower the hierarchical level of the person, the higher it came in his newsfeed. Ula Ojiaku: Oh, wow. Rita McGrath: So, you know, I can talk to my lieutenants, anytime. Information I need is in the, you know, 24-year-old person who's just joined us with an engineering degree, who's looking at our manufacturing process for screwdrivers and saying, ‘Why do you do it that way? There must be a better way of doing this…' That's the information I really need and he set up a whole system to try to get that information to him, to himself. Ula Ojiaku:  Would you say there's a typical kind of leader with, you know, some certain characteristics that's best equipped to spot the inflection point, and you know, kind of lead the charge and get the organizations in line? Rita McGrath:  You know, I think it's more of the behavior, it's not the characteristics. So, I've seen charismatic, attractive, you know, movie star type CEOs be good at this. I've seen people you look at and you go ‘Really? He looks kind of like he slept in his clothes all night.' I've seen those people be good at it. So, you know, I think the differentiation is this, this hunger for new information, this curiosity, this relentless… ‘tell me again…' and ‘why was that and why was that?' It is this urgent need to really learn what's going on. And then and then putting yourself in the, in the context. So, one of the people I'm working with right now is a brilliant retail CEO, and everything. And one of the things he would do before hiring anybody into his senior team, is he would spend a day or two walking the stores, you know, and in his explanation to me was, ‘I want to see how they react to the stores. I want to see how they treat the people working in stores. I want to see what they notice, you know, I want to see if they notice that there's a thing out of array and I want to see how they are with me, like if they spend their whole two days in store visits, sucking up to me - that's not somebody I need, you know. And so, I think the best leaders along those lines are people who are relentlessly curious, bring people around them who are diverse, you know, you don't just want echo chambers of themselves. Ula Ojiaku:  True, true. You don't want ‘yes' men if you really want to make an impact really. Yeah, and how can I, as a person, train myself to also recognize these inflection points. Rita McGrath:  Well, it depends what the inflection point is. So, if it's a question of, you've been making nice steady progress in your career, and now you've hit some kind of ceiling and you just feel you're not growing or developing any more, then that choice is really okay, I need to… the way Whitney Johnson would put this, she's written a great book on this, “Disrupt Yourself”, right? You go up this S curve, then you need to make the decision if you're going to take on the J curve, right, which is the part below the S curve before you get into the next round of learning. So, that's a personal decision, really only you can make a decision like that. Then there are the cases where inflection points are thrust upon you. So you lose a job, your spouse has some setback, a family member has an urgent need that makes whatever you were doing before impossible. I mean, there's all kinds of outside things that can happen to you. Ula Ojiaku: Yeah… Rita McGrath: And I think the best way to try to look at those is. ‘is this a slingshot to a better future, potentially?' And you know, how many people have you talked to who got fired, and some years later say, ‘that was the best thing that ever happened to me, it shook me out of my complacency. It made me think differently.' And so, I think a lot of times, you know, we, it's very comfortable (staying) stuck in our ruts. And sometimes it takes a bit of a jolt to get us out of that. Ula Ojiaku:  That's a great one. Can I just ask you about so it's not really about your book, Seeing Around Corners, but this one is about the Entrepreneurial Mindset? Just one quick question. Because there's a quote, in your book, that book that says, you know, “the huge part of becoming an entrepreneurial leader is learning to simplify complexity, so that your co-workers can act with self-confidence.” That quote, it made me kind of be more conscious about, am I really making things simpler for my co-workers instead of, you know, rather than to enable us, you know, achieve the best that we could as a group? So why did you, make that quote and associate it with an Entrepreneurial Mindset? Rita McGrath:  Well, because if you make things complicated for people, there's maybe three responses, right? One is they'll start on whatever they start on, which is kind of random. And maybe they finish it, and maybe they don't, but it's really now you're leaving it to chance. Because if you give people more to digest than they can manage, you're going to get back some fraction of it. So that's one thing. Second thing that happens is, if it's too complex, a lot of times people will pick what they want to do, not have anything to do with the agenda that you want to set for the organization. And the third thing is there's just a laziness that comes from having things be complex. I know for myself, when I've had to do strategy statements for myself, or my business, it takes a long, long time to get it done into a few simple things. And each word has to mean something. So, as an example, some years back, I started a sister company. It's called Valize. And the strategy really is to its mission, its purpose for me, is to help organizations create innovation and transformation capability as the basis for shared prosperity. And that sounds really simple. That sounds really kind of ‘duh, that's not so grand, but I mean, the hours it took to get to that simplicity of statement. And then once you've got something like that, you can go back and you could say, okay, well, here's the thing that I'm being asked to do or think I'm thinking of, does it build capability? Yes. No. Does it build shared prosperity? Yes, no. Does it help organizations to help themselves? Yes, no. And it sorts out a lot of stuff means a lot of stuff we could do. But there are only a few things that really fit into that sweet spot of shared capability. So, having that simplification allows you to clear out a lot of the …, there are always wonderful options that you got to do things, right? And it's a question of abundance, you've usually got more great options than you could possibly exercise. So, picking the best ones is the challenge. Ula Ojiaku:  Wow, wow. I'm going to listen to this part again. You've mentioned some books already, like Andy Grove's, Only the Paranoid, I mean, Only the Paranoid survive. And you've mentioned the book, Disrupt Yourself… In addition to these books, and your wonderful suite of books, what other books would you recommend to the audience that you believe have influenced you that you'd recommend to the listeners that would help them you know, learn more about this topic? Rita McGrath: Oh, that's hard, because there's so many. Well, I love Safi Bahcall's Loonshots. I think that's a brilliant, brilliant book. And it really gets to the heart of how innovation actually happens rather than how we think it happens. I rather like Gary Hamel's and Michele Zanini's book, Humanocracy which has the basic question, you know, if you look at Instagram, or Twitter or any of these social platforms, you see these people who are just brilliant. I mean, they're creating incredibly creative stuff. And then we put them inside companies. And we insist that they do things by the rule, and we block all the creativity out of them. So, why do we do that? You know, I think that's a really great one. I'm very taken with Rebecca Henderson's, Re-imagining Capitalism in a World on Fire. Very, very brilliant. Roger Martin, When More is not Better. Just recently had a Julie Lythcott-Haims on my fireside chat program, which is and she's got a book called Your Turn, How to be an Adult”, which is, on a personal level, absolutely fascinating - really good book. I like Peter Sim's, Little Bets. You know, they're just so many I mean, I wouldn't even know where to where to start. Those are the ones that are sort of top of mind at the moment. Ula Ojiaku:  Okay. scribbling away as you're talking, and yeah, these all these would be in the show notes with the links to them. So that's great. Now, how can the audience reach you? If they want to, you know follow your work. Rita McGrath: The best place to start is my website, which is really ritamcgrath.com, that's easy. I have columns that I write for. They're currently going up on substack and medium. If you just search my name and or medium, you'll find me there. I do weekly, LinkedIn post, which goes to subscribers on LinkedIn. Also, that's all sort of good places to start. Ula Ojiaku:  Okay. Are you on social media? Rita McGrath:  Oh, yes. So yes. I'm on Twitter @RGMcGrath. And I'm on LinkedIn. Okay. I'm not on Facebook so much. But I have put things I post there, but I'm not really on it very much. Ula Ojiaku:  Okay. All right. That's, I mean, thanks for those. Now, let's wrap up any ask of the audience first? Rita McGrath:  I think we're in a remarkable moment, right now, you know, we've had so many of our previous habits and assumptions disrupted, that I think it would be a shame to lose, to lose all that and just go back to the way things were. So, I think it's an opportunity to reflect and to really think about, what kind of future do we want to build now that so many of our assumptions and institutions have been challenged, and we learned whole new tricks, we learned whole new ways to do things. Let's not just snap back to the way it was, let's think about inventing better. Rita McGrath:  Really, I think there's going to be great opportunity coming out of this current crisis and those who are thinking ahead will benefit from it. Ula Ojiaku:  Okay, great. Well, Rita, thank you so much for your time, and it's been a pleasure again, having you on the show. Rita McGrath: Thank you very much.  

Safi Bahcall is going to come across pretty quickly as someone who is bright. Sharp. Smart. Intelligent. He went to Harvard for undergrad and then went on to get a PhD in Physics from Stanford. He's an academic, a researcher; someone who loves studying science. After he finished up his education, he went on to work for 3 years as a consultant for McKinsey. He then co-founded a bio-technology company where they develop new drugs for cancer treatment. He led their IPO and served as their CEO for many years. In 2008 he was named Ernst & Young New England Bio-Technology Entrepreneur of the Year. In 2011, he worked with President Obama's Council of Science Advisors on the Future of National Research. In other words, it's not just you or me that's going to notice Safi's intelligence. His book, Loonshots, which is his first book, has been translated into 21 languages and was selected as a Best Business Book of the Year by Amazon, Bloomberg, Financial Times, Forbes, The Washington Post, and more. Today, Safi advises CEO's and leadership teams on strategy and innovation, and has delivered keynote presentations at industry conferences, investor events, leadership retreats, medical meetings, and leading academic institutions around the world. Today's conversation we dive into his work, but we also get into his mindset and how he thinks about leadership and how he thinks about invention and innovation. And certainly, he admires people that have come before him, but Safi himself is often thinking about new ways of innovating, new ways of thinking. He loves to try to think about not just how he sees the world, but how people around him see the world and how we can make teams and organizations and groups better instead of just thinking about what's convenient for ourselves. This is an idea that is at the core of his book Loonshots. The book is a lot about learning empathy, learning how to listen, learning how to read a room and read an organization, and then figure out how you can collaborate and work together to make really big things happen.   Safi had a number of amazing insights during our conversation. Some of them include: “You need to be trying a lot of things and failing” (8:30). “Artists are the people who we want to take risks and explore the unknown” (10:55). “The confusion is when you assume artists and innovators are the same” (12:30). “If you're in the managing or leadership position, the number one thing you have to remember is that you're always signaling. Everybody is watching your face constantly” (21:05). “If you favor one side over the other, you're going to sink the ship” (21:30). “You've got to respect both your creative artist scientist-types, your innovators, and your soldiers. And you've got to manage them differently” (26:50). “When you're in artist mode, if you're not failing, if you're not trying and things don't work, you're not pushing yourself enough” (28:10). “Art and science are connected by purpose. The purpose of art is the pursuit of beauty, the purpose of science is the pursuit of truth, and they're very close. There's beauty in truth and there's truth in beauty” (30:15). “[To cultivate curiosity in people], just keep asking why” (32:30). “I don't focus on what did you learn. I focus on what did you ask” (33:20). “What you want to cultivate in yourself and in your kids, if you're raising kids, is asking good questions” (33:30). “The guy with the initial idea is the guy getting the ball from his own goal line to his own five-yard line” (43:00). “What separates the real innovators is how they go about it. Do they keep asking why?” (45:30). “They have courage, curiosity, and commitment. Those are the 3 C's that I've seen across people who are really good at innovating” (46:15). “I had very little idea what I was going to be writing about when I started writing Loonshots” (52:30). “Commit to running an experiment a day” (54:30). “Just using the word ‘experiment' gives you permission to fail” (54:45). “Write FBR early on. Fast, bad, and wrong” (55:45). “That's the key: if and when you're stuck, it's to develop a personal cookie jar… your cookie jar is where you reach into when you're struggling” (1:03:05).   Additionally, you can find Safi's website here and connect with him on LinkedIn. Thank you so much to Safi for coming on the podcast! I wrote a book called “Shift Your Mind” that was released in October of 2020, and you can order it on Amazon and Barnes and Noble. Additionally, I have launched a company called Strong Skills, and I encourage you to check out our new website https://www.strongskills.co/. If you liked this episode and/or any others, please follow me on Twitter: @brianlevenson or Instagram: @Intentional_Performers. Thanks for listening.

Take Your Loonshot | Join physicist, entrepreneur, and Wall Street Journal bestselling author Safi Bahcall for a conversation about nurturing crazy ideas that win wars, cure diseases, and transform industries. Safi outlines the five laws of Loonshots, including Mind the False Fail, Listen to the Suck with Curiosity, and Create an Innovative Structure. Innovate Like A Champion: Learn the real job to be done by identifying four common types of struggle. https://pages.franklincovey.com/2023-Q2-NL-December13_NewsletterToolDownload-Podcast.html Subscribe to the FranklinCovey On Leadership email newsletter and receive weekly videos, tools, articles, and podcasts to help you become a better leader. ow.ly/tH5E30kAxfj

Innovation is a crucial part for organizations to stay ahead of their competitors, adapt to changing circumstances in the environment and create long-lasting businesses. Yet, many big corporations eventually stagnate and become obsolete while a lot of groundbreaking ideas come from small companies.Safi Bahcall is a second-generation physicist, a biotech entrepreneur, former public-company CEO and author of the highly acclaimed book “Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries”.Safi advises CEOs and leadership teams on strategy and innovation, and has delivered keynote presentations at industry conferences, investor events, leadership retreats, medical meetings, and leading academic institutions around the world.Greg and Safi discuss how organizations can borrow from science to implement systems and incentives that nurture innovation, risk-taking and experimenting which ultimately lead to radical breakthroughs.Episode Quotes:Having a chief incentive officer will help you grow your organizational scale49:29: You have a chief revenue officer whose role is strategic, given a marketing budget. How many dollars can we make? You have a chief technology officer whose role is strategic, given a fixed technology budget. How do we ensure the optimum technology use across the organization? Why don't you have a chief incentive officer? You have a fixed compensation. You try to stick within a fixed budget of cash and options. Why aren't you trying to have someone who's focused on maximizing the return that you get from that? It's pretty obvious. Which would you rather have, a force that has the latest smartphone gadgets or a force that's the most motivated in the industry? I'd rather have the latter.On increasing innovation10:38: If we want to increase innovation, risk-taking, and experimenting, we can't use the same systems. We have to use an opposite system, metrics, and rewards.Two helpful frameworks for every CEO08:19: It's a helpful framework to keep in mind if you're a CEO that addresses real-world topics or leading a group, or even managing a small team; you need to have two phases in your mind. One, we just need to deliver stuff on time, budget and spec consistently with quality to our customers. The other, we need to think of wild, crazy, new ideas on the one we're reducing risk on the one we're increasing risk. Show Links:Guest Profile:Safi Bahcall's WebsiteSafi Bahcall on LinkedInSafi Bahcall on TwitterSafi Bahcall on YoutubeSafi Bahcall on FacebookHis Work:Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries

Recommend this show by sharing the link: pod.link/2Pages What skills do you think an entrepreneur requires? I've been mulling it over and I've come up with four things: marketing, selling, a tolerance for risk, and persistence. You're probably thinking what I'm thinking – who wouldn't benefit from building capacity in those four areas? Perhaps we should all consider ourselves entrepreneurs.  Asheesh Advani is a friend, a successful entrepreneur, and a social innovator who's led Junior Achievement Worldwide since 2015. Considering that JA Worldwide has been nominated for the 2022 Nobel Peace Prize, I'd say he's doing okay. Asheesh has come full circle, because he's also an alumnus of JA, and his participation in the group is actually what led him to entrepreneurship early in life. Get‌ ‌book‌ ‌links‌ ‌and‌ ‌resources‌ ‌at‌ https://www.mbs.works/2-pages-podcast/  Asheesh reads two pages from ‘Loonshots' by Safi Bahcall. [reading begins at 12:30]   Hear us discuss:  “Shifting mindset is easier than shifting skill set.” [9:37] | Innovation on a global scale: “The core of our organization is embracing the fact that true diversity exists.” [16:53] | How to manage and nurture relationships. [21:23] | The balance between control and influence in JA Worldwide: “It's possible that other people know more than you do.”  [27:24] | How helping young people become more entrepreneurial can contribute to a more peaceful world. [30:34]

#4 - Lunáticos - Safi Bahcall - Inovar será sempre procurar melhorar a qualidade da sobrevivência das pessoas. - A Mente 2 é mais Lógica, Abstrata, Criativa e Epistemológica. - A Mente 1 sem o apoio constante da Mente 2 tende a perder a capacidade de discernir entre o que é o menos do mais importante. - Todo o esforço mental do Sapiens 2.0 será na direção de aumentar o uso da Mente 2, aumentando a sua capacidade de pensar sobre a Mente 1. - Hoje, na fase Final da Crise da Civilização 1.0, podemos dizer que a Mente 1 tem um espaço muito maior na vida das pessoas que a Mente 2. - Um Inovador (com caixa alta) é um filósofo, que procura resgatar, de alguma forma, o fator sobrevivência, melhorando os processos. - O Sapiens tem a tendência, para economizar energia cerebral, de aumentar o automatismo da Mente 1, se perdendo muitas vezes daquilo que é mais relevante para a sobrevivência. - Podemos ainda afirmar que a Inovação Incremental está mais próxima das atividades da Mente 1 e a Disruptiva da Mente 2. https://bit.ly/artigobimodal250822 É isso, que dizes? Venha conhecer a Visão de Futuro para Disruptores da Bimodais! Me manda um Zap: 21-996086422 (Nepô, chega de MIMIMI!) Compre meu livro Administração 3.0, autografado:https://bit.ly/adm30autografado

#3 - Lunáticos - Safi Bahcall - A Disrupção demanda a criação de um novo Ambiente para que as formas de pensar e agir tenham mais liberdade para se expandir. - Nossa tarefa de Coaching no Jogo da Vida é aprender a equilibrar as demandas objetivas e subjetivas internas com os Fenômenos - sempre progressivos e mutantes do lado de fora. - Há momentos nas nossas vidas que precisamos fazer ajustes na nossa forma de pensar e em outras apenas na nossa forma de agir. - Safi, diria eu, escreveu um livro que entraria para a bibliografia básica da Ciência da Inovação. - Mais do que nunca urge a necessidade do desenvolvimento de uma Ciência da Inovação para a formação de Inovadores Profissionais. - Vivemos, a partir da chegada da Civilização 2.0, mais do que nunca, a demanda por aprender a mudar, a mudar sempre e a mudar rápido. - O Sapiens tem a Sobrevivência mais Mutante e Progressiva do planeta e, por causa disso, precisa de uma alta Taxa de Adaptabilidade. - O Sapiens procura economizar energia do cérebro e, por isso, automatiza as formas de pensar e agir, o que é um remédio nas Normalidades e um veneno nas Extraordinariedades. https://bit.ly/artigobimodal240822 É isso, que dizes? Venha conhecer a Visão de Futuro para Disruptores da Bimodais! Me manda um Zap: 21-996086422 (Nepô, chega de MIMIMI!) Compre meu livro Administração 3.0, autografado:https://bit.ly/adm30autografado

#2 - Lunáticos - Safi Bahcall - Viver é encarar encruzilhadas todos os dias, umas mais fáceis e outras mais difíceis. - É da capacidade de dizer não para "a" e sim para "b" que vamos definindo a qualidade das nossas vidas. - Viver - para o Sapiens - é aprender a escolher. - Hoje, com a chegada e massificação da Civilização 2.0 há um enorme desafio de reduzir a Taxa de Zecapagodismo. - De maneira geral, pessoas que optam por tomar Decisões de Sobrevivência baseadas mais na Mente 1 do que na 2, são aquelas que levam uma vida pior. - A qualidade de vida depende da sua capacidade de conhecer as suas Demandas Internas e equilibrá-las com o Cenário Externo. - Uma pessoa que segue o senso comum, ou tem alta Taxa de Zecapagodismo, é aquela que tem mais dificuldade de dizer não. - O Sapiens é a espécie viva que toma as decisões baseadas na reflexão. https://bit.ly/artigobimodal230822 É isso, que dizes? Venha conhecer a Visão de Futuro para Disruptores da Bimodais! Me manda um Zap: 21-996086422 (Nepô, chega de MIMIMI!) Compre meu livro Administração 3.0, autografado:https://bit.ly/adm30autografado

#1 - Lunáticos - Safi Bahcall - Disruptorfobia - Disruptores têm uma capacidade de abstração maior e, por causa disso, conseguem não só não se emocionar com o estabelecido, mas questioná-lo. - Hoje, vivemos o inusitado e único fenômeno do surgimento e massificação de uma Filosofia de Comando e Controle Administrativa totalmente Disruptiva da atual. - Hoje, a ideia da Bimodalidade com Retorno, via Hackatons, passou a ser uma prática comum, mas temos aí um Erro Competitivo Grave. - Assim, a ideia de utilizar da Bimodalidade Com Retorno não funciona, pois a Gestão e a Curadoria têm Filosofias de Comando e Controle Administrativas INCOMPATÍVEIS! - Com a chegada da Civilização 2.0, pela primeira vez na história, temos uma nova Filosofia de Comando e Controle Administrativa totalmente diferente da que praticávamos no passado. - Porém, percebi que não poderíamos utilizar diante da Uberização, o modelo da Bimodalidade Com Retorno, pois vivemos com a chegada da Civilização 2.0, o surgimento de Modelos Administrativos Disruptivos. - Nos meus livros, tanto o "Gestão 3.0" (2008) quanto o "Administração 3.0" (2018) fica claro, na parte Metodológica dos mesmos, a necessidade de se criar um Motor 2. - O autor defende a necessidade de que toda organização deve ter duas áreas separadas, uma para as Normalidades e outra para as Lunaticidades. https://bit.ly/artigobimodal190822 É isso, que dizes? Venha conhecer a Visão de Futuro para Disruptores da Bimodais! Me manda um Zap: 21-996086422 (Nepô, chega de MIMIMI!) Compre meu livro Administração 3.0, autografado:https://bit.ly/adm30autografado

In today's episode, our host Preethy Padmanabhan got the opportunity to sit down with Guillaume de la Serra, Chief Product Officer of Jellysmack to discuss Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries by Safi Bahcall. Guillaume shared his thoughts on some of the key points in the book—nurturing innovation while balancing franchising, avoiding the moses trap, and the need for loonshots to achieve 10x growth. What are Loonshots? They are deas that seem too crazy to work, but end up changing everything Tune in to listen to the episode and know more about how you foster both the artists and soldiers in your organization, and ultimately set your business to ideate and create the next great thing.

With his trip to Italy in the rearview, Dave takes to the mic to break down the surprising highs and occasional luggage-related lows of a week or so overseas, as well as: hotel-room tipping, Italian airport food, looking at the countryside from a train, bringing salumi on the flight back, Friulian wine, simple trattorias in the middle of nowhere, Negroni spritzes, not taking photos, Vecchia Roma, carciofi fritti, Gambero Rosso, eating oxtail and antipasti at Cesare al Casaletto, wedding vongole, Safi Bahcall, sizing up the Sistine Chapel, gelato vs. ice cream, and a pizza-pocket meal at a Roman mall McDonald's. Host: Dave Chang Producer: Sasha Ashall Additional Production: Jordan Bass and Lala Rasor Learn more about your ad choices. Visit podcastchoices.com/adchoices

Joe Schurman teaches from his deep experience in the software, machine learning, AI, and processes that organizations need today as they transition to data-driven technology companies. He names some of the cloud services and tech tools he uses to lead clients to start with a user case, break it into stories,  build a team led by the solution owner, assign the stories to developers to build, and iterate product demos until the Minimum Loved Project (MLP) is achieved. Joe offers observations on investing the “right” amount of time in projects, and wisdom on developing a learner mindset.   Key Takeaways [2:06] Joe Schurman is a 2nd-degree black belt in Kung Fu. He once judged a competition in Las Vegas. He has four children; two daughters and two sons. [2:57] Joe is an expert on the fringes of what we can do with computing technology. What we can do changes every day. In the past couple of years, from an AI perspective, with data and automation, it's taken leaps and bounds. [4:30] We're still pretty far away from general AI, despite Sophia, an AI robot that was granted Saudi Arabian citizenship in 2017. Today's AI depends on the programming we give a machine and its interpretation and output. Joe's focus is narrow or weak AI. His business colleagues call it magic. Computer vision is an area he loves. [5:45] Joe uses a lab environment across Google Cloud Platform, Microsoft Azure, and Amazon Web Services. The capabilities that have come up in the last year are “just insane” with what you can do with computer vision and building libraries of what the machine can see. [6:06] Joe loved seeing a computer vision capability demonstration at AWS re:Invent of tracking every NFL player on the field and predicting injuries and other types of output and insights in real-time. The machine used narrow AI to access a library seeded with “a ton” of data to interpret the action. [7:15] What you can do with this technology comes down to the data that you feed the engine. Think about the amounts of data that organizations have to sift through to generate reflective or predictive insights. Auto machine learning helps organize the data into useful information such as anomaly detection in software engineering. The data can also come from tools like GitHub and Jira. [8:25] Joe did a fun computer vision project on UAPs for the History Channel, working with some of the nation's top military leaders, building a library of video and audio data to be able to detect unidentified aerial phenomena that were not supposed to be entering our airspace, and curating that library. [10:06] AI started with the idea of speeding up processes, such as getting an app to market faster or gathering insights quicker to make business decisions more timely. [11:28] AI can enhance human performance. Joe starts by finding people who know how to fail fast; to get a Minimum Viable Product (MVP) out the door. Solutions such as quality engineering automation, test automation, and monitoring services for DevOps detect bugs and performance issues quickly and ensure that the quality of the team is sound.[12:47] Joe notes the importance of individuals performing, contributing to, and collaborating as a team. Set your organization and standards governance up first. Look for a platform of technology to leverage that enables you to build and tinker. Finding the latest and greatest tool is no good unless it provides the right level of collaboration with their platform and connection to different processes. [14:53] When introducing ML to an organization, start with discovery, to understand the culture and talent within the organization. How are they communicating today? Joe sees the biggest gap between data scientists and data engineers. Projects tend to fail without collaboration, regardless of the tech. If the data scientists don't understand the domain, then the platform is irrelevant,[17:28] Joe stresses the need for a methodology in place to make any of these aspirations work for your organization. After discovery, there's an align phase. Focus on the outcome and the use case. The solution owner is crucial. The solution owner leads the technology team and brings them together around the client's outcome to develop that use case.[18:12] If you can't take an actual use case and break it down into bite-sized chunks or user stories, then the project will never be on the right track. Start with the use case to mitigate risks. Break the use case into user stories. Match the user stories with the number of engineers that can develop a number of user stories within a given time frame. [18:38] Those user stories given to the engineers are deducted into Story Points, in the Agile Process of engineering software. Price Waterhouse Coopers (PcW) has taken it to the next level, being able to do Engineering as a Service, being able to do it at scale, and being able to pivot quickly.[18:58] Joe explains what can happen if you have a great idea, take three to six months to break down the use case, and fill all the requirements, but hand it off to the Dev team that has no idea what the use case is: you get irrelevant software that doesn't tie back to the outcome! [19:22] Keep the solution team engaged in building the bridge between the subject matter expert stakeholders and the engineers. Every two weeks, demonstrate the iteration or program increment you have built. Does it match the outcome? Does it provide any relevance? Then take the feedback and figure out what happened in that iteration. Fix errors. You will build a product that has value to launch. [20:45] Communicate a lot, so all the people are on the same page! When you have stovepiped organizations where the departments don't talk to one another, you waste time, effort, and money building a product no one will use. One of Joe's colleagues, José Reyes, uses the term Minimum Lovable Project (MLP), where people rally around the outcome, not just the tech. [22:33] What skills and knowledge will the leaders of PwC need to endure for the next five years? Joe says first are character and attitude; people that have a hunger to build something, with a fail-fast mentality, and that are excited to learn constantly, that read every day and learn new technology. [24:27] Then know the tools. Documents exist on the internet for every solution and there is access to services like GitHub to download projects and starter templates without being an expert but just reading the README file and installing the base-level template, learning as you go, and as you tinker. That's way more valuable than coming in as a book-smart expert in a specific product or technology. [24:57] When it comes to tooling, there are products like the Atlassian platform with Confluence and Jira. For an AI stack, Joe typically works with AWS, GPC, and Microsoft, more so on the Amazon side with AWS AI tools, like Rekognition, Glue DataBrew, Redshift ML, Comprehend, and more. Amazon, Microsoft, and Google produce so much documentation and certification to get you up to speed. [26:30] Judgment, wisdom, and character will not be replaced by AI anytime soon. There's still room for philosophy in leadership. There are tools and technologies to speed up the processes, but not the individuals. There are no general AI solutions out yet to replace a pod of application developers, designers, and solution owners to execute a successful MVP or MLP out the door for a client. [27:55] Advice to CEOs: Be patient and understanding. Be willing to fail fast. Support tinkering and R&D, even if the project doesn't work out. Organizations are generally realizing that today they need to be data-driven, technology companies but there is still hesitance over the risk that needs to be taken. [30:03] Why would an insurance company or other traditional company need R&D? Look at Loonshots, by Safi Bahcall for some ideas about R&D. [30:56] Joe shares how he got to this point in his career. He wanted to play baseball but started at Compaq (now HP) when he was 18, writing scripts in Unix and other environments. Just being able to make certain changes to help clients get products faster and seeing the quick response from the outcomes felt like a home run to him! [31:49] Years later, Joe went on his own, with a vision to create telehealth before telemedicine was a thing, using Skype for Business and Microsoft Lync, enabling an API for that. Seeing people connect through a technology he had built, replaced the need to be a baseball star! Joe is grateful for the break he got at a young age and enjoys his work. [33:22] When Joe first started, he was trying to be the smartest person in the room, seeing the instant gratification of making code snippets that tested successfully. Eventually just building the app wasn't enough for him. He got the dopamine hit from seeing users interacting with his code and seeing its value. [34:58] Joe's mentors include many people he worked with. X. D. Wang at Microsoft Research inspired him to tinker, build, and focus on the short-run more than the long-run. Randeep Sing Pal at Microsoft Unified Communications was another great mentor. Also Steve Justice and Chris Mellon, in terms of character and collaboration. Joe shares how they mentored him. [37:23] Jan says something we forget about technology is that there are a lot of failures and attempts before the success hits. We have to be mindful of that as leaders to give people time and space to do really creative, cool things. [38:01] Joe appreciates the opportunity to discuss these things. Joe spent a lot of his career building software solutions that were way ahead of their time. It's frustrating to see telemedicine so successful now, but not when he attempted it. He had to learn to let go. It's not just about releasing bleeding-edge tech; you've got to find some value associated with it to resonate with the end-user. [39:31] Always think about the outcome and understand your audience first. And then be able to supplement the back end of that with bleeding-edge technology, development, tinkering, failing fast, and all the things that go with software engineering. Also, be humble! Get perspective from outside your bubble to build a better solution and be a better person. [40:49] WHenever you're setting out to build anything, start with a press release! Write a story of what it would look like if it were released today. Then just work back from there!   Quotable Quotes “There are so many new and cool technologies and innovations that are coming out at the speed of thought, which are pretty fascinating.” “I've been in real cloud engineering for about a decade, and from an AI perspective, with data and automation, over the past five to 10 years, in terms of running on a cloud environment, and it's just taken leaps and bounds.” “You've got to be able to connect that [data] environment to a use case or an outcome. If you can't do that and you can't enable a data scientist to understand the domain, then the data platform is irrelevant. I see a lot of performance issues occur because of that disconnect.” “If you can't take an actual use case and break it down into bite-sized chunks or user stories, then the project will never be on the right track.” “In this industry, you're constantly learning; constantly reading. I'm reading every day and learning about new technology every day and how to apply it and how to tinker with it. I need people on the team … that have that ability or that hunger to tinker and learn.” “Transitioning from a ‘knower' mindset to a ‘learner' mindset was the biggest shift for me.” “Always think about the outcome and understand your audience first. And then be able to supplement the back end of that with bleeding-edge technology, development, tinkering, failing fast, and all the things that go with software engineering.”   Resources Mentioned Joe Schurman, PwC Joe Schurman on LinkedIn PwC Sophia robot granted citizenship I, Robot film Weak AI Google Cloud Platform Microsoft Azure Amazon Web Services AWS re:Invent GitHub Atlassian Jira Unidentified, The History Channel José Reyes, PwC The Shackleton Journey Atlassian Confluence AWS Rekognition AWS Glue DataBrew AWS Redshift ML AWS Comprehend Steve Justice on LinkedIn Chris Mellon Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries, by Safi Bahcall  

Read more > Listen to the podcast (duration: 49:49) > Companies looking to bring breakthrough innovations to life need the right organizational structures and incentives in place. In his book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries (St. Martin's Press, March 2019), Safi Bahcall, a former biotech CEO who now helps organizations innovate, explains what that requires. In this episode, he talks with Erik Roth, leader of McKinsey's innovation work globally, about why some great ideas changed the world and others failed to take off.See www.mckinsey.com/privacy-policy for privacy information

Companies looking to bring breakthrough innovations to life need the right organizational structures and incentives in place. In his book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries (St. Martin's Press, March 2019), Safi Bahcall, a former biotech CEO who now helps organizations innovate, explains what that requires. In this episode, he talks with Erik Roth, leader of McKinsey's innovation work globally, about why some great ideas changed the world and others failed to take off. Read more > Listen to the podcast (duration: 49:49) >

Guest Bio: Rita McGrath is a best-selling author,  sought-after advisor and speaker, and  longtime professor at Columbia Business School. Rita is one of the world's top experts on strategy and innovation and is consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50.  McGrath's recent book on strategic inflection points is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). Rita is the author of four other books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Since the onset of the pandemic, Rita has created workshops, strategy sessions and keynotes, applying her tools and frameworks to strategy under high levels of uncertainty to specific issues organizations are facing.  As Rui Barbas, the Chief Strategy Officer for Nestle USA said, “You were incredibly insightful and, despite the virtual setting, there was lots of engagement and comments from leaders sharing eye-opening observations and building on your examples throughout. You delivered the inspiration and illustration desired and it was exactly the right focus and challenge for this team. Appreciate your time throughout the process to align on content and delivery. The future-focus theme was the perfect close to our leadership summit.” Rita's work is focused on creating unique insights.  She has also founded Valize a companion company, dedicated to turning those insights into actionable capability.  You can find out more about Valize at www.valize.com. McGrath received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. She is active on all the main social media platforms, such as Twitter @rgmcgrath.  For more information, visit RitaMcGrath.com.   Social Media/ Websites: LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: @rgmcgrath Instagram: @ritamcgrathofficial Youtube: https://www.youtube.com/user/rgmcgrath Websites: https://ritamcgrath.com and valize.com Rita's Newsletter/ Articles Substack: https://thoughtsparks.substack.com/ Medium: https://rgmcgrath.medium.com/ LinkedIn: https://www.linkedin.com/newsletters/thought-sparks-6787762418471755776/ Books Seeing Around Corners by Rita McGrath https://www.amazon.co.uk/Seeing-Around-Corners-Inflection-Business/dp/0358022339 The Entrepreneurial Mindset by Rita Gunther McGrath and Ian MacMillian https://www.amazon.co.uk/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346 The End of Competitive Advantage by Rita Gunther McGrath https://www.amazon.co.uk/End-Competitive-Advantage-Strategy-Business/dp/1422172813 Disrupt Yourself by Whitney Johnson https://www.amazon.co.uk/Disrupt-Yourself-New-Introduction-Relentless/dp/1633698785 Humanocracy by Gary Hamel and Michele Zanini https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Reimagining Capitalism by Rebecca Henderson https://www.amazon.co.uk/Reimagining-Capitalism-Business-Save-World/dp/0241379660 When More is Not Better by Roger L. Martin https://www.amazon.co.uk/When-More-Not-Better-Overcoming/dp/1647820065/ Being An Adult by Lucy Tobin https://www.amazon.co.uk/Being-Adult-ultimate-getting-together-ebook/dp/B07GQ1KRTC/ Only The Paranoid Survive by Andy Grove https://www.amazon.co.uk/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139  Ula Ojiaku: My guest today is Dr. Rita McGrath. She's a best-selling author, a sought-after speaker and advisor and consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. In this episode, Rita talked about the concept of inflection points from her book ‘Seeing Around Corners' and how as leaders, we can train ourselves to spot these inflection points and act on the information we receive. She also talked about making complex things simple for the people we work with. I learnt a lot speaking with Rita and I'm sure you will find this conversation insightful as well. Thank you again for watching! It's an honor to have you on the show, Rita McGrath. Many, many thanks for joining us. Rita McGrath: Well, thank you Ula. It's a pleasure to be here. Ula Ojiaku: Great. Now, can you tell us about yourself? How did the Rita, Dr. Rita McGrath we know today evolve? Rita McGrath:  Well, it would have to start with my parents, of course. I mean, all great stories start with your parents. And so, my parents were both scientists. My mother was a Microbiologist, and my father was an Organic Chemist. And so, I grew up in a house where, you know, (if) a question couldn't be answered, you went and got the reference book and figured it out. And both, (had) incredible respect for science and for diligence. And, you know, the house was always full of books and lots of emphasis on learning. I wouldn't say we were, financially all that well-off – we weren't poor by any means. But it was, you know, there wasn't like a lot of money to spare, but there was always money for books, and there was always money for, you know, educational experiences and that kind of thing. So, that's the household I grew up in. So, my parents, when I was born, were both on the staff at the Yale Medical School. So, they were both researchers there. And then my dad in the late 60s, got an offer to go join this upstart, fledgling company that was at the cutting edge of all kinds of things in his field and that was Xerox Corporation. And he was very conflicted about leaving academia, but went off eventually to Xerox. So, we moved the family to Rochester, New York. So that's where I did most of my growing up. And my mother at that time, decided to stay home, more or less. And then she started a scientific translation business. So, she moved into an entrepreneurial career more than her scientific career. And then when it came time to go to college, I went to Barnard College in the City of New York. I'd always thought New York was an amazing place and was accepted there. So, went off to New York, did my Bachelor's and my Master's in Political Science and Public Policy. I was very interested in public policy and matters of social contract and those kinds of things. And then my first job was actually with the City of New York, I ran purchasing systems for government agencies. It doesn't sound very glamorous. But today, we would call it digital transformation. It was the very first wave of companies taking their operations in a digital form. And it was very exciting and I learned a lot. Then I got to the end of… the thing about public service is when you start, there's (this) unlimited sort of growth that can happen for a few years, and then it really just levels off. And you're never going to go beyond that. So, I kind of reached that headroom and decided to do something different. Ula Ojiaku:  Was it at that point that you decided to go for your PhD? Rita McGrath:  And that was one of the options I was considering. And my husband basically said, ‘look, if you get into a top five school, it's worth doing and if you don't, it's probably not.' But you have to think in that time, MBA programs were just exploding, and there'd been a lot of pressure on the administrators of MBA programs, to put PhD accredited faculty in front of their students. The big knock against the MBA at the time was, oh, they're just trade schools. You know, we've got some guy who ran an entire company comes in and talks and that's not really academically suitable. And so, there was a huge pressure for schools to find PhD accredited people-  that still exists (but) the market pressures has changed a lot. But when I was doing my PhD, it was pretty sure I would get a job if I managed to complete the degree. So that that gave me that extra input to do that. Ula Ojiaku:  Did you already have like children when you started the PhD? Rita McGrath: Yes Ula Ojiaku:  And how did you cope? Rita McGrath:  Our son was, how old was he? He would have been nine months old when I started my PhD program. Yeah. Ula Ojiaku: Wow, 9 months old. Rita McGrath: Oh, yeah, it was a real challenge. And I guess everybody manages those kinds of challenges in their own way. But yeah, it was a struggle because, you know, typical day would be you know, get up, get the baby to daycare or wherever and then do school or whatever I had to do that day. And then it was sort of pick them up. By the time I had a second child it was pick them up, get them dinner, get them bedtime, get them story, and then I'll be back at my desk at nine o'clock at night, trying to do what I needed to do. So, it was a new turn. It was tough. It was difficult years. I mean, joyful years though but it was just hard to fit everything in. Ula Ojiaku:  I can imagine. I mean, although I'm thinking of starting my PhD (studies), my children aren't that small but I do remember the time (they were), you know, I was still working full time. So, the challenge is you'd go to work and then come back to work. I mean, to another type of work. And then when they go to bed, the work continues. Yeah, it's interesting. Rita McGrath: Quite exhausting. Ula Ojiaku: You can say that. I'm so glad they're not in diapers anymore. So, it's baby steps, we are getting there. So, can we go on to your book, “Seeing Around Corners, How to Spot Inflection Points in Business Before They Happen”. I'd like to start from an unusual place in the book. I started from the dedication page, and you know, reading everything, and I noticed that, you referred to a conversation, one of the last conversations you had with your mother. Could you tell us about that? Rita McGrath:  Oh sure. She was well, at the time, she was quite ill, she had sarcoma in her lung, and she was quite ill. It's a horrible disease, and we haven't got any real treatments for it. So, the recommendation is you do chemo and that really knocks you out. So, she was quite ill and sort of migrating between the chair and the couch and the chair and the couch. And in one of those conversations, she just said ‘I want you to know I'm proud of you. And I've had a good life and I'm prepared for whatever comes next.' And I thought that was lovely of her to say and I thought in that moment to pass it on to all these other women. And you know you bring up motherhood and being a working woman and all those complicated emotions that come with that because there seems to be guilt around every corner you know, if you're not at home full time, oh you're a terrible mom. And if you're not at work full time, you're a terrible worker. I just I think so many of those things are just designed to twist us up into little balls. And when I look at my own mother's experience - she was a working woman… I grew up but I think I'm third or fourth generation working woman so it never even occurred to me that wouldn't be possible. But I think what often is missing is this validation, you know that for women who are trying to you know make their way professionally and be great, responsible parents and do all these other things that often there's a sense of a lack of self-worth you know, ‘oh, I'm not doing enough.' The more I hear that… Ula Ojiaku:  I feel like that some… most days I feel like that… Rita McGrath: Believe me, you are doing enough Ula Ojiaku:  Sometimes I ask my children, am I a good mom? Rita McGrath:  I think part of it too is we, and when I say we, I mean baby boomer mothers and maybe a little younger. We got ourselves all tangled up in this if it's not like organic, hand-processed  lima beans with you know, organic succotash, mixed in you know, it's not good baby food. Honestly, Gerber's exists to provide perfectly nutritious food for really young babies and they've been doing it for decades and you can trust that and if it makes your life easier, go with it. Ula Ojiaku:  Thank you! Rita McGrath: You know, I think we I think we get ourselves all tossed up in like, what does good mean? I mean, honestly, the kids don't mind you know? I mean, they'd celebrate if it was chicken finger night. Ula Ojiaku:  Let's go to the book. You know, because in your book you said you it's about how to spot inflections before they happen in business. Can you give us examples of, you know, businesses that had these inflection points occur, and they failed to recognize it and what was the impact? Rita McGrath:  Sure, let's take one that is quite sad to me, which is Intel. And Intel built its, well, Intel went through a major inflection point, in fact, the originator of the concept was Andy Grove, who was their former CEO. And he talked about his inflection points in his book, Only the Paranoid Survive, which is really a brilliant, brilliant book. And one of the reasons I wrote my book was that very little had been done since his book on that topic. And Grove built this incredible company, Intel. And they were making microprocessor chips. And they were very, very powerful, very fast chips. And so, the assumptions inside Intel's business model was, what customers were going to pay for was faster, faster, faster, more computation power, more and more powerful. But what they didn't really think about was energy consumption. And as the world went more mobile… so the Intel product is the PC, and the PC, the desktop PC remains firmly plugged into the wall. And then later, we make PC chips that maybe have slightly lower power consumption to power PCs, but it's still that notion of power, you know, and I think the inflection point that caught Intel by surprise, to some extent was, this movement towards mobile, where the vast majority of chips being made were these completely different architecture chips by  companies like ARM and you know, and companies like that, which, from their inception, recognized that low power was the way to go. Then they weren't very powerful in the sense of speed, which is what Intel was driving its business towards. But they were powerful in the sense of ubiquitous low power, long battery life, that kind of thing. And I think that's an example of the kind of assumption that can cause a company to get into trouble, when the underlying shift in the business environment says, ‘wait a minute, this thing you've been building all this time may not be what is needed by the marketplace.' Ula Ojiaku:  That's interesting. So, it brings me to the point of, the points you made about, you know, the indicators, the early warnings, and you mentioned the concept of you know lagging, current and leading indicators. And there was an emphasis in your book on, you know, leading indicators. Could you tell us a bit about that? Rita McGrath:  Sure. Well, so leading indicators are today's information about tomorrow's possibilities. And what we unfortunately rely on a lot in business is lagging indicators - so profits, performance, you know, ROI, all those things are lagging some kind of decision that you made a long time ago. So, the concept of leading indicators is to try to get business leaders to think about what would have to be true, you know, before I was able to make a certain decision, what are the leading indicators? So, an example would be back in the 90s, computer scientists all over the world realized that come the year 2000, from the turn of the millennium, that the way computer programs had been programmed, was only two digits for the year. And so, when the year went to zero-zero, computers, were going to think it was 1900 and this was going to be terrible. Because they all get out of sync, you know, and planes would drop out of the sky. You're gonna become unstable, and you'll all need to move to Montana and stuff … I don't know if you can remember this. Ula Ojiaku: Yeah, the Y2K bug… Rita McGrath: Oh my goodness…! Ula Ojiaku: It was a big sensation. Yeah… Rita McGrath: Apocalyptic – remember?! And yet, when the big moment came the year 2000. What happened? Well, nothing happened. Why did nothing happen? We looked at that early warning, and we said, whoa, if that happens, it's bad. And then so companies, prodded by their accounting firms, prodded by other security considerations invested billions in correcting that flaw. And so, that's an example of an early warning. And there are a couple of things to understand about early warning. So, the first important thing is, the measure of a good early warning is not, did it predict what happened. The measure of a good leading indicator is, did it help you prepare for what might happen? And so, I think that's a really important distinction, because we oftentimes, oh, you that didn't predict this or that. But that's not the point. The point is, did it help you think more broadly about what might happen so that you could be prepared? So, I think that's the first thing. The second thing to remember about leading indicators is they're often not quantitative in the way that we like to think about quantitative things. They're often qualitative. They often take the form of stories. And they often come from what are called unrepresentative parts of your mental ecosystem. So, you know, it's that person on the loading dock (saying to themselves), ‘this is, well, that's weird, a customer never asked for that before', or the person answering the phone, you know, in headquarters going, ‘Well, I don't understand why they need that information…' You know, it's those little anomalies or things that depart from business as usual, that are often the weak signals that you need to be paying attention to. Ula Ojiaku:  So, can you give us an example where you mean, I mean, of how we can go about choosing good leading indicators? Rita McGrath:  Well, in the book, I describe a technique that I use, which is you take a couple of uncertainties and juxtapose them on each other. And that gives you four or more you can do this for as many as you like, stories from the future, possibly a future that we could live in. And then depending on which one you want to think about, you say, ‘okay, I'm gonna write a headline as if it came from a newspaper story about that scenario. And I'm gonna work backwards and say, what has to be true for that headline to emerge.' So, take an example that's playing out right now, chronic and accelerating decline in birth rates in the United States. People are just deciding not to enlarge their families or not to start their families at all. And for very good reasons, you know, the level of social support for families is very low. Mostly women are bearing the burden. And very often women are the ones that make a large part of the decision about whether the family is going to grow or not. And so, we're facing a real baby bust. Well, if that's true, and we follow that along, well, what are some things that would be early warnings or indicators of what that world will be like? Well, you'll see a decline of working people relative to retired people, or people needing assistance, you'll see, you know, fewer kids with more resources to support them. So, the kind of baby Prince phenomena we saw in China. There are lots of things you can kind of work through. But once you say, ‘okay, I see a world with a million fewer children three years from now, than we would have expected well, okay, what now working backward? What does that tell us we need to be paying attention to today? Ula Ojiaku:  Yes, yes. That's a great example. And I wonder, though, so given all, you know, the research that has led to, and your experience as well, consulting with, you know, most of these large organizations, the case studies, you've come to witness and all that, what would you, what would be your advice to leaders of such organizations, you know, in terms of how they can better prepare themselves or equip themselves to recognize these inflection points, and lead effectively? Rita McGrath:  Well, I think the first principle is you have to be discovery driven. In other words, you have to be curious about what's going on. And if you're the kind of leader who (when) someone brings you a piece of information, and instead of treating it like a gift, you're like, oh no, you don't understand that's wrong. That's not the way the world works. If you're dismissive of information people are bringing you that's very dangerous. Because the information you need is not going to come from your lieutenants at headquarters, it's going to come from that guy on the loading dock. So, I think you want to think about establishing some kind of information flows, that go directly from where the phenomena are happening to your desk. So, as an example, a company I really admire is the German metal services company Klockner. And their CEO, Gisbert Ruehl was taking them through a digital transformation. And his big concern was not that they meant it, right? But that his lieutenants, his middle manager, cohort, would be so expert, and so experienced at the way business was, that they would just shut down these digital efforts. And he was very, very concerned about that. He said, well, I need some way of making my message heard directly to the people that are on the frontlines and I also need a way of hearing from them what's going on. So, he implemented Yammer, called non-hierarchical communication. And the deal was anybody in the company that had something he needed to know should feel comfortable sending him a note. And I'm told, I don't know this for a fact that I'm told that at headquarters, he had his instance of Yammer set up so that the lower the hierarchical level of the person, the higher it came in his newsfeed. Ula Ojiaku: Oh, wow. Rita McGrath: So, you know, I can talk to my lieutenants, anytime. Information I need is in the, you know, 24-year-old person who's just joined us with an engineering degree, who's looking at our manufacturing process for screwdrivers and saying, ‘Why do you do it that way? There must be a better way of doing this…' That's the information I really need and he set up a whole system to try to get that information to him, to himself. Ula Ojiaku:  Would you say there's a typical kind of leader with, you know, some certain characteristics that's best equipped to spot the inflection point, and you know, kind of lead the charge and get the organizations in line? Rita McGrath:  You know, I think it's more of the behavior, it's not the characteristics. So, I've seen charismatic, attractive, you know, movie star type CEOs be good at this. I've seen people you look at and you go ‘Really? He looks kind of like he slept in his clothes all night.' I've seen those people be good at it. So, you know, I think the differentiation is this, this hunger for new information, this curiosity, this relentless… ‘tell me again…' and ‘why was that and why was that?' It is this urgent need to really learn what's going on. And then and then putting yourself in the, in the context. So, one of the people I'm working with right now is a brilliant retail CEO, and everything. And one of the things he would do before hiring anybody into his senior team, is he would spend a day or two walking the stores, you know, and in his explanation to me was, ‘I want to see how they react to the stores. I want to see how they treat the people working in stores. I want to see what they notice, you know, I want to see if they notice that there's a thing out of array and I want to see how they are with me, like if they spend their whole two days in store visits, sucking up to me - that's not somebody I need, you know. And so, I think the best leaders along those lines are people who are relentlessly curious, bring people around them who are diverse, you know, you don't just want echo chambers of themselves. Ula Ojiaku:  True, true. You don't want ‘yes' men if you really want to make an impact really. Yeah, and how can I, as a person, train myself to also recognize these inflection points. Rita McGrath:  Well, it depends what the inflection point is. So, if it's a question of, you've been making nice steady progress in your career, and now you've hit some kind of ceiling and you just feel you're not growing or developing any more, then that choice is really okay, I need to… the way Whitney Johnson would put this, she's written a great book on this, “Disrupt Yourself”, right? You go up this S curve, then you need to make the decision if you're going to take on the J curve, right, which is the part below the S curve before you get into the next round of learning. So, that's a personal decision, really only you can make a decision like that. Then there are the cases where inflection points are thrust upon you. So you lose a job, your spouse has some setback, a family member has an urgent need that makes whatever you were doing before impossible. I mean, there's all kinds of outside things that can happen to you. Ula Ojiaku: Yeah… Rita McGrath: And I think the best way to try to look at those is. ‘is this a slingshot to a better future, potentially?' And you know, how many people have you talked to who got fired, and some years later say, ‘that was the best thing that ever happened to me, it shook me out of my complacency. It made me think differently.' And so, I think a lot of times, you know, we, it's very comfortable (staying) stuck in our ruts. And sometimes it takes a bit of a jolt to get us out of that. Ula Ojiaku:  That's a great one. Can I just ask you about so it's not really about your book, Seeing Around Corners, but this one is about the Entrepreneurial Mindset? Just one quick question. Because there's a quote, in your book, that book that says, you know, “the huge part of becoming an entrepreneurial leader is learning to simplify complexity, so that your co-workers can act with self-confidence.” That quote, it made me kind of be more conscious about, am I really making things simpler for my co-workers instead of, you know, rather than to enable us, you know, achieve the best that we could as a group? So why did you, make that quote and associate it with an Entrepreneurial Mindset? Rita McGrath:  Well, because if you make things complicated for people, there's maybe three responses, right? One is they'll start on whatever they start on, which is kind of random. And maybe they finish it, and maybe they don't, but it's really now you're leaving it to chance. Because if you give people more to digest than they can manage, you're going to get back some fraction of it. So that's one thing. Second thing that happens is, if it's too complex, a lot of times people will pick what they want to do, not have anything to do with the agenda that you want to set for the organization. And the third thing is there's just a laziness that comes from having things be complex. I know for myself, when I've had to do strategy statements for myself, or my business, it takes a long, long time to get it done into a few simple things. And each word has to mean something. So, as an example, some years back, I started a sister company. It's called Valize. And the strategy really is to its mission, its purpose for me, is to help organizations create innovation and transformation capability as the basis for shared prosperity. And that sounds really simple. That sounds really kind of ‘duh, that's not so grand, but I mean, the hours it took to get to that simplicity of statement. And then once you've got something like that, you can go back and you could say, okay, well, here's the thing that I'm being asked to do or think I'm thinking of, does it build capability? Yes. No. Does it build shared prosperity? Yes, no. Does it help organizations to help themselves? Yes, no. And it sorts out a lot of stuff means a lot of stuff we could do. But there are only a few things that really fit into that sweet spot of shared capability. So, having that simplification allows you to clear out a lot of the …, there are always wonderful options that you got to do things, right? And it's a question of abundance, you've usually got more great options than you could possibly exercise. So, picking the best ones is the challenge. Ula Ojiaku:  Wow, wow. I'm going to listen to this part again. You've mentioned some books already, like Andy Grove's, Only the Paranoid, I mean, Only the Paranoid survive. And you've mentioned the book, Disrupt Yourself… In addition to these books, and your wonderful suite of books, what other books would you recommend to the audience that you believe have influenced you that you'd recommend to the listeners that would help them you know, learn more about this topic? Rita McGrath: Oh, that's hard, because there's so many. Well, I love Safi Bahcall's Loonshots. I think that's a brilliant, brilliant book. And it really gets to the heart of how innovation actually happens rather than how we think it happens. I rather like Gary Hamel's and Michele Zanini's book, Humanocracy which has the basic question, you know, if you look at Instagram, or Twitter or any of these social platforms, you see these people who are just brilliant. I mean, they're creating incredibly creative stuff. And then we put them inside companies. And we insist that they do things by the rule, and we block all the creativity out of them. So, why do we do that? You know, I think that's a really great one. I'm very taken with Rebecca Henderson's, Re-imagining Capitalism in a World on Fire. Very, very brilliant. Roger Martin, When More is not Better. Just recently had a Julie Lythcott-Haims on my fireside chat program, which is and she's got a book called Your Turn, How to be an Adult”, which is, on a personal level, absolutely fascinating - really good book. I like Peter Sim's, Little Bets. You know, they're just so many I mean, I wouldn't even know where to where to start. Those are the ones that are sort of top of mind at the moment. Ula Ojiaku:  Okay. scribbling away as you're talking, and yeah, these all these would be in the show notes with the links to them. So that's great. Now, how can the audience reach you? If they want to, you know follow your work. Rita McGrath: The best place to start is my website, which is really ritamcgrath.com, that's easy. I have columns that I write for. They're currently going up on substack and medium. If you just search my name and or medium, you'll find me there. I do weekly, LinkedIn post, which goes to subscribers on LinkedIn. Also, that's all sort of good places to start. Ula Ojiaku:  Okay. Are you on social media? Rita McGrath:  Oh, yes. So yes. I'm on Twitter @RGMcGrath. And I'm on LinkedIn. Okay. I'm not on Facebook so much. But I have put things I post there, but I'm not really on it very much. Ula Ojiaku:  Okay. All right. That's, I mean, thanks for those. Now, let's wrap up any ask of the audience first? Rita McGrath:  I think we're in a remarkable moment, right now, you know, we've had so many of our previous habits and assumptions disrupted, that I think it would be a shame to lose, to lose all that and just go back to the way things were. So, I think it's an opportunity to reflect and to really think about, what kind of future do we want to build now that so many of our assumptions and institutions have been challenged, and we learned whole new tricks, we learned whole new ways to do things. Let's not just snap back to the way it was, let's think about inventing better. Rita McGrath:  Really, I think there's going to be great opportunity coming out of this current crisis and those who are thinking ahead will benefit from it. Ula Ojiaku:  Okay, great. Well, Rita, thank you so much for your time, and it's been a pleasure again, having you on the show. Rita McGrath: Thank you very much.

Shoot your loonshot and nurture your next crazy big idea! In #33, Hala yaps with Safi Bahcall, a trained physicist who has transformed his career every 5 years or so. He's done everything from business consulting to co-founding a pharmaceutical company to now becoming a best-selling author. In this episode we'll find out how Safi is able to reinvent himself so often and his tips for getting into a new field. In addition, we'll cover his super fascinating concept and book, "Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform," which has been noted as one of the top business books for 2019. If you liked this episode, please write us a review! Get a copy or download Safi's ‘Shoot Your Loonshots': https://amzn.to/2Pnl8mL Social Media: Follow YAP on IG: www.instagram.com/youngandprofiting Follow Hala on Linkedin: www.linkedin.com/in/htaha/ Follow Hala on Instagram: www.instagram.com/yapwithhala Reach out to Hala directly at Hala@YoungandProfiting.com Check out our website to meet the team, view show notes and transcripts: www.youngandprofiting.com

Read more > Listen to the podcast (duration: 50:13) > Companies looking to bring breakthrough innovations to life need the right organizational structures and incentives in place. In his book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries (St. Martin's Press, March 2019), Safi Bahcall, a former biotech CEO who now helps organizations innovate, explains what that requires. In this episode, he talks with Erik Roth, leader of McKinsey's innovation work globally, about why some great ideas changed the world and others failed to take off.See www.mckinsey.com/privacy-policy for privacy information

Read more > Listen to the podcast (duration: 50:13) > Companies looking to bring breakthrough innovations to life need the right organizational structures and incentives in place. In his book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries (St. Martin's Press, March 2019), Safi Bahcall, a former biotech CEO who now helps organizations innovate, explains what that requires. In this episode, he talks with Erik Roth, leader of McKinsey's innovation work globally, about why some great ideas changed the world and others failed to take off.Join 90,000 other members of our LinkedIn community: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Companies looking to bring breakthrough innovations to life need the right organizational structures and incentives in place. In his book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries (St. Martin's Press, March 2019), Safi Bahcall, a former biotech CEO who now helps organizations innovate, explains what that requires. In this episode, he talks with Erik Roth, leader of McKinsey's innovation work globally, about why some great ideas changed the world and others failed to take off. Read more > Listen to the podcast (duration: 50:13) >

What if the fates of careers, companies, even entire industries depend on nurturing crazy ideas? In “Loonshots," physicist turned biotech entrepreneur Safi Bahcall pulls back the curtain on history's greatest scientific, technological, and entrepreneurial breakthroughs, introducing us to a cast of colorful characters with much to teach us about how innovation really happens. In doing so, he provides a brand new framework for understanding the delicate relationship between complex ideas and even more complex people.Join The Next Big Idea Club today at nextbigideaclub.com/podcast and get a free copy of Adam Grant's new book! Listen ad-free with Wondery+. Join Wondery+ for exclusives, binges, early access, and ad-free listening. Available in the Wondery App https://wondery.app.link/thenextbigidea. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What if the fates of careers, companies, even entire industries depend on nurturing crazy ideas? In “Loonshots," physicist turned biotech entrepreneur Safi Bahcall pulls back the curtain on history's greatest scientific, technological, and entrepreneurial breakthroughs, introducing us to a cast of colorful characters with much to teach us about how innovation really happens. In doing so, he provides a brand new framework for understanding the delicate relationship between complex ideas and even more complex people.

Safi Bahcall has a conversation with Tom about his book, Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries. This episode is brought to you by Lumie, the original inventors of wake-up lights, whose Bodyclock Luxe 750DAB wake-up light mimics a natural sunrise and sunset. Shown to improve quality of sleep and to boost productivity in clinical trials, this remarkable device also features high quality audio with DAB+ radio, Bluetooth speakers, USB port and a selection of over 20 sleep/wake sounds. The Lumie Bodyclock Luxe 750DAB can transform the way you start and end your day, especially if you struggle to wake up in the morning and/or get to sleep at night - it certainly did for me. Go to lumie.com to find out more. This episode is brought to you by Modal Electronics, who make beautiful, innovative and powerful synthesisers. You can enjoy vibrant wavetable patches with their ARGON8 series. You can produce state-of-the-art analogue-style synth textures with their COBALT8 series. Go to modalelectronics.com to check out their incredible array of synthesisers.

In the inflection point that is a public health crisis, an economic crisis, a crisis of social justice and an environmental crisis, few people have more smart things to say than Physicist, biotech entrepreneur, author and consultant Safi Bahcall. His most recent book "Loonshots," was an instant Wall Street Journal bestseller. He previously co-founded a company developing drugs for cancer which went through an IPO. We'll be talking about smart ideas, innovation, science and discovery. --- Send in a voice message: https://anchor.fm/thoughtsparksritamcgrath/message

In this episode, "LOONSHOTS" author Safi Bahcall—a second-generation physicist, bio-tech entrepreneur, and former public company CEO—absolutely inspires entrepreneurs as he talks with Host Tom Loarie. Safi is known widely beyond the world of biotech as the author of LOONSHOTS, which was the #1 most recommended book of the year in 2019, has been translated into 18 languages, and has since sold more than 250,000 copies…Find out why the subtitle of his book is "“Nurture the CRAZY IDEAS that win wars, cure diseases, and transform industries," how he ended up creating the company Synta, his Five Rules of LOONSHOTS, and how all of his learning can be directly applied to your business, your ideas, your situation and put YOU on a path to achieve breakthrough results. After the radio episode airs on Saturday morning, find Show Notes here and radio podcast below and.... You can also sign up for THE MENTORS RADIO PODCAST -- FREE -- and never miss a show! Sign up here.

Do you know what happens to your brain when you are sleeping? In a sense, a cleaning crew gets in there to clean out all the toxins so that your brain works better the next day. I know it sounds weird but it is exactly what happens. Listen as I begin this episode with that explanation. http://ens-newswire.com/2013/10/18/brain-cleans-itself-of-toxins-during-sleep/ Failure is often part of success. In fact, most great breakthrough ideas fail first and then get modified before they became a success. It often happens multiple times. Being open to learning from those early failures and being able to adapt your ideas is what helps make ideas prosper according to Safi Bahcall. Safi is a physicist and biotech entrepreneur and author of the book, Loonshots: How to Nurture the Crazy Ideas that Win Wars, Cure Diseases and Transform Industries (https://amzn.to/2GsXA8u). Listen as Safi offers insight and great examples of how important inventions and breakthroughs have happened by learning from failure and how we all can do it. Often the reason you get upset or stressed out is because things aren't the way you think they SHOULD be… Traffic should not be so heavy, your doctor should not keep you waiting – that type of thing. Listen as I explore how to change that thinking to relieve yourself of unnecessary frustration. http://www.bakadesuyo.com/2015/04/frustrated/ When I think of compulsive behavior, I think of people who wash their hands a lot or check to see if they locked the door or turned off the coffee pot 50 times a day. While that seems to be extreme compulsive behavior, how is it any different than checking your smart phone 86 times a day? (That's the average). Science writer Sharon Begley has explored this in her book Just Can't Stop: An Investigation of Compulsion (https://amzn.to/2IAUnHj). She joins me to reveal why compulsive behavior isn't necessarily bad and explains at what point it does become a problem and what to do about it. PLEASE SUPPORT OUR SPONSORS! Hims is helping guys be the best version of themselves with licensed medical providers and FDA approved products to help treat hair loss. Go to https://forhims.com/something Save time, money, and stress with Firstleaf – the wine club designed with you in mind! Join today and you'll get 6 bottles of wine for $29.95 and free shipping! Just go to https://tryfirstleaf.com/SOMETHING Learn about investment products and more at https://Investor.gov, your unbiased resource for valuable investment information, tools and tips. Before You Invest, https://Investor.gov. Learn more about your ad choices. Visit megaphone.fm/adchoices

Saya membahas buku Loonshots karya Safi Bahcall. Buku ini membahas bagaimana cara merawat ide gila sehingga mampu memberikan hasil yang luar biasa. Untuk mengubah dunia, akan selalu ada ide gila yang awalnya ditolak semua orang, hingga akhirnya setelah terbukti berhasil, lalu berbalik dipuji karena kejeniusannya. --- Support this podcast: https://anchor.fm/si-kutu-buku/support

Bestselling author Safi Bahcall, a physicist by training and the former CEO of Synta Pharmaceuticals, believes that a key to achieving transformative ‘loonshots' lies in asking better questions. During a recent StartUp Health Fireside Chat, he spoke candidly on the value of getting curious – particularly about our failures – and how organizations can nurture game-changing ideas from within. Entrepreneurs: How to get investment from StartUp Health startuphealth.com Investors: How to invest in StartUp Health Moonshots healthmoonshots.com Want more content like this? You can subscribe to the podcast as well as other health innovation updates at startuphealth.com/content. Sign up for StartUp Health Insider™ to get funding insights, news, and special updates delivered to your inbox.

What do James Bond and Lipitor have in common? What can we learn about human nature and world history from a glass of water? In Loonshots, physicist and entrepreneur Safi Bahcall reveals a surprising new way of thinking about the mysteries of group behavior that challenges everything we thought we knew about nurturing radical breakthroughs. Drawing on the science of phase transitions, Bahcall shows why teams, companies, or any group with a mission will suddenly change from embracing wild new ideas to rigidly rejecting them, just as flowing water will suddenly change into brittle ice. Mountains of print have been written about culture. Loonshots identifies the small shifts in structure that control this transition, the same way that temperature controls the change from water to ice. Using examples that range from the spread of fires in forests to the hunt for terrorists online, and stories of thieves and geniuses and kings, Bahcall shows how this new kind of science helps us understand the behavior of companies and the fate of empires. Loonshots distills these insights into lessons for creatives, entrepreneurs, and visionaries everywhere. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/pbliving/message Support this podcast: https://anchor.fm/pbliving/support

We breakdown about many of the ideas of the second half of "Loonshots" by Safi Bahcall and conclude the book with a big-picture review.

In this podcast, we explore the first half of Safi Bahcall's "Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries".

On today’s Tank Talk! We welcome our guestDevon Wright, General Manager at Yelp! In San Francisco & former Co-Founder & CEO of Turnstyle Solutions.This talk is a special one for me personally as I owe a lot of my entrepreneurial and venture investing career to Devon. Not only was Devon the first person I wrote my initial angel check into back in 2012 to help start Turnstyle before it was even a company, but Devon has become one of my closest friends and supporters to push me to leave my cushy job on wall st and start my own venture fund. I could go on and on, but you will hear more about that and more on the show.On today's Talk, we ask Devon about the humble beginnings of starting Turnstyle in 2012 along with my initial capital investment that in hindsight was truly based on a ridiculous idea. We also dig into what it was like trying to find a Venture Fund let alone one to pitch to in Toronto during the first few years of the company. We learn how Devon found a way to beg, borrow and hustle his way through the early years at Turnstyle with limited capital and supporters. Finally, we dig into Devon's journey building Turnstyle into a profitable 40 person company with some amazing talent around him even after all the VC funds turned him down and why he decided to eventually sell to Yelp in 2017. Devon's entrepreneurial journey is one of hustle, persistence and the desire to prove others wrong in the face of adversity.Books Mentioned In The Show:-Loonshots - How to Nurture the Crazy Ideas that Win Wars - by Safi Bahcall- Brick by Brick - How Lego Rewrote The Rules Of Innovation - By David C. Robertson-The Perfect Store - Ebay’s Story - By Adam Cohen-Teams of Teams - New Rules of Engagement for Complex Worlds - By Gen. Stanley McChrystalDevon’s words of Inspiration “Be fair and be generous to everyone on your team when it comes to equity. It is really easy to get sucked into the capital side of your balance sheet. But don’t forget your role as an employee. And how important those people are to your success every day. Do what you can to give your employees ownership of the company. To make sure they win from the upside of your success. “You can follow Matt Cohen and Tank Talks here! This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit tanktalks.substack.com

Safi Bahcall is a second-generation physicist and entrepreneur, whose first book, Loonshots, has been described as a cross between Freakonomics and the da Vinci Code. At the heart of the book is a philosophy which is foundational for everything we do at OutsideLens: that you can learn a great deal by applying the tools and techniques from one world, in this case the world of physics and to a lesser extent psychology, to the world of innovation in business.  Read the full article here: https://outsidelens.com/loonshots-innovation-through-the-lens-of-a-psysicist/  What Was Covered:   How the structure of a company, rather than its culture, enables or disables innovation  The two basic phases in any organisation – who are “artists” and “soldiers” and how to achieve an equilibrium between them   The three key elements to build a sustainable innovation system – the metaphor of the ice cube, the garden hoe and the heart  Key Takeaways and Learnings:   Using the lens of phase transitions to understand and benefit from structural forces which operate in any organization     Why leaders need to keep their artists and soldiers separate when they want to engage in innovation   Persistence as the main factor of innovation and how “the rule of three deaths” applies to science and business breakthroughs   Links and Resources Mentioned in This Episode: Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries, a book by Safi Bahcall Safi Bahcall's website Connect with Safi on LinkedIn and Twitter McKinsey & Company – Global Management Consulting The President's Council of Advisors on Science and Technology – PCAST Science the Endless Frontier – A Report to the President by Vannevar Bush Misbehaving: The Making of Behavioral Economics, a book by Richard Thaler Thinking, Fast and Slow, a book by Daniel Kahneman

Safi Bahcall received his BA in physics from Harvard and his PhD from Stanford. He co-founded Synta Pharmaceuticals—a biotechnology company developing new drugs for cancer.  He led its IPO and served as its CEO for 13 years. In 2008, he was named E&Y New England Biotechnology Entrepreneur of the Year. In 2011, he served on the President's Council of Advisers on Science and Technology. Safi is the author of Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries. The book was selected by Malcolm Gladwell, Dan Pink, Susan Cain, and Adam Grant for the Next Big Idea Club.   Some interesting insights from this episode: “Very often people go on a path that the world expects them to without ever pausing to say ‘why am I doing this?'” For an entrepreneur, the critical ingredient for success in building a company is surrounding yourself with talented executives and then bridging the divide between people who wouldn't naturally interact with one another. Culture are the patterns of behavior you see on the surface in an organization while structure is what's underneath that's driving those patterns of behavior. The activities being rewarded (i.e. incentive structures) will drive the culture.  So it's the structure that's ultimately most important in influencing behavior. As companies mature, employees tend to shift from focusing on collective goals toward focusing more on careers and promotions. To reduce that behavioral shift, you want to minimize the growth in compensation that comes with each level in the organization.  In addition, you want to maximize span of control.  With fewer promotions and less of a financial incentive as you move up the organization, employees will focus more on their projects and less on corporate politics. You want some employees focused on activities that reduce risk and another set of employees focused on maximizing intelligent risk taking. Effective leaders create a dynamic equilibrium between these two groups and are able to effectively balance the core with the new. Most innovative products will have at least one or two false fails on their way to achieving significant market traction. The key to success is to get really good at investigating failure and not just accepting it on face value.  Companies need to create a new C-suite role called a Chief Incentives Officer whose job is to design customized incentive packages to motivate employees and optimize outcomes. “Excellence is always striving to improve yourself and improve your performance.”

On this week's Tech Nation, Science/Tech entrepreneur Safi Bahcall. He's written “Loonshots … How to Nurture the Crazy Ideas that win wars, cure diseases, and transform industries.” And French biotech - Sensorion Pharmaceuticals. Its president and CEO, Nawal Ouzren, tells us about making progress in severe vertigo, sudden hearing loss, and hearing loss in children following treatment for cancer. Also, Daniel de Boer, the CEO of ProQR Therapeutics, talks about their approach to treat genetic diseases, including as childhood blindness. We'll learn how it works, and why it's safe.

A única forma de atingir metas disruptivas é contar com lunáticos corporativos, pessoas capazes de ideias loucas que fazem o mundo avançar. Essa é a tese do escritor Safi Bahcall em seu livro “Loonshots”. E ele não está sozinho. Consultores e especialistas em transformação digital avisam que é preciso “sair da casinha” para entrar na segunda década do século 21 e prosperar em ambientes de mudanças constantes e velozes. Dá o play e acompanhe a nossa conversa. Tem muito insight para o seu final de ano.=====EMBRATELEm um cenário de mudança contínua e veloz, não basta apenas fazer melhor o que já vinha sendo feito antes. A nova rotina é a reinvenção constante das práticas da TI. E se por um lado isso exige grandes mudanças na cultura corporativa, do lado da tecnologia a jornada precisa de parceiros com ferramentas e práticas que facilitem e acelerem a mudança. É aqui que a Embratel entra, como uma grande empresa de infraestrutura que atua como um agente acelerador, apoiando clientes de todos os tamanhos na jornada para o próximo nível.Confira no site da Embratel todos os serviços e produtos disponíveis. www.embratel.com.br.=====ASSINE A THE SHIFTwww.theshift.info

Have you created a Loonshot? Have people dismissed or laughed at your Loonshot? Safi Bahcall takes us through how to manage Loonshots—a big goal, an audacious idea which has a lot of enthusiasm and support, but may be viewed as crazy. What if you nurtured these crazy ideas that are dismissed and written off. Loonshots […]

Chris sits down today with Safi Bahcall--physicist, biotech entrepreneur and author of the recent book: "Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries."We talk about his career and using curiosity to check in with his direction, and we dive in to his recent book and talk about incentivizing innovation, making sure that both the artists and the soldiers feel equally loved, and why talking about "disruption" is for historians. Nurture the crazy ideas, and you too might just change the world. Chris also talks about giving in to the absurdity of the world of business. Pick up a copy of Loonshots. Read "Sisyphus Smiled: How to Embrace the Absurdity of Business"Check us out!Facebook: MondaypodLinkedIn: MondaypodTwitter: @Mondaypod1IG: @Mondaypod

Safi is the author of a book I highly recommend you check out which talks about innovations in organizations. Usually, I don't interview authors with newly released books because that's a podcast trap, but making the exception with Safi because this book is a must-read. 

Safi Bahcall is the author of Washington Post's "10 Leadership Books to Watch for in 2019", Adam Grant's "19 New Leadership Books to Read in 2019" Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries!Safi is a second-generation physicist (the son of two astrophysicists) and a biotech entrepreneur.He received his BA summa cum laude from Harvard and his PhD in physics from Stanford, where he worked with Lenny Susskind in particle physics (the science of the small) and the Nobel laureate Bob Laughlin in condensed matter physics (the science of the many). He was a Miller Fellow in physics at UC Berkeley (the school of the many). After working for three years as a consultant for McKinsey, Safi co-founded a biotechnology company developing new drugs for cancer. He led its IPO and served as its CEO for 13 years.Safi has presented at approximately 130 banking conferences, investor events, and medical meetings around the world, as well as at leading academic institutions including physics, mathematics, or medical departments at Harvard, MIT, Stanford, Princeton, UC Berkeley, Caltech, Cornell, Bell Labs, Dana-Farber Cancer Institute, Massachusetts General Hospital, Rockefeller, and the Weizmann Institute of Science in Israel. What do James Bond and Lipitor have in common? What can we learn about human nature and world history from a glass of water? In Loonshots, physicist and entrepreneur Safi Bahcall reveals a surprising new way of thinking about the mysteries of group behavior that challenges everything we thought we knew about nurturing radical breakthroughs. Drawing on the science of phase transitions, Bahcall reveals why teams, companies, or any group with a mission will suddenly change from embracing wild new ideas to rigidly rejecting them, just as flowing water will suddenly change into brittle ice. Mountains of print have been written about culture. Loonshots identifies the small shifts in structure that control this transition, the same way that temperature controls the change from water to ice. Using examples that range from the spread of fires in forests to the hunt for terrorists online, and stories of thieves and geniuses and kings, Bahcall reveals how this new kind of science helps us understand the behavior of companies and the fate of empires. Loonshots distills these insights into lessons for creatives, entrepreneurs, and visionaries everywhere. Over the past decade, researchers have been applying the tools and techniques of phase transitions to understand how birds flock, fish swim, brains work, people vote, criminals behave, ideas spread, diseases erupt, and ecosystems collapse. If 20th-century science was shaped by the search for fundamental laws, like quantum mechanics and gravity, the 21st will be shaped by this new kind of science. Loonshots is the first to apply these tools to help all of us unlock our potential to create and nurture the crazy ideas that change the world.Please do NOT hesitate to reach out to me on LinkedIn, Instagram, or via email mark@vudream.comLinkedIn - https://www.linkedin.com/in/mark-metry/Instagram - https://www.instagram.com/markmetry/Twitter - https://twitter.com/markymetryMedium - https://medium.com/@markymetryFacebook - https://www.facebook.com/Humans.2.0.PodcastMark Metry - https://www.markmetry.com/Humans 2.0 Twitter - https://twitter.com/Humans2Podcast

On this episode, author and physicist Safi Bahcall discusses how to create structural incentives for innovation and what federal policy can do to help. The post https://www.aei.org/multimedia/safi-bahcall-on-nurturing-the-next-loonshot/ (Safi Bahcall on nurturing the next ‘loonshot') appeared first on https://www.aei.org (American Enterprise Institute - AEI).

The buzz: “Few business applications have attracted as much management attention over the years as ERP systems … the line between fact and fiction or myth and best practice can be difficult to discern.”?(www.atkearney.cz) In IT, curiosity drives innovation, some of it pie-in-the-sky buzz and some essential to modern life and business. New ERP and intelligent technologies and systems promise breakthroughs in organizations focused on healthcare, finance, retail, manufacturing and consumer products. How to separate fiction from fact? The experts speak. David Lowson, Capgemini “A dream will not become an innovation if there is no realization” (Ciputra). Alex Bulat, Capgemini: “It's not a good idea if it has not been killed at least three times” (Safi Bahcall). Brad Borkan, SAP: “Science is a process of investigating … posing questions and coming up with a method. It's delving in” (Sally Ride). Join us for ERP and Beyond: From Techno Buzz to Value-Add Solutions.

The buzz: “Few business applications have attracted as much management attention over the years as ERP systems … the line between fact and fiction or myth and best practice can be difficult to discern.”?(www.atkearney.cz) In IT, curiosity drives innovation, some of it pie-in-the-sky buzz and some essential to modern life and business. New ERP and intelligent technologies and systems promise breakthroughs in organizations focused on healthcare, finance, retail, manufacturing and consumer products. How to separate fiction from fact? The experts speak. David Lowson, Capgemini “A dream will not become an innovation if there is no realization” (Ciputra). Alex Bulat, Capgemini: “It's not a good idea if it has not been killed at least three times” (Safi Bahcall). Brad Borkan, SAP: “Science is a process of investigating … posing questions and coming up with a method. It's delving in” (Sally Ride). Join us for ERP and Beyond: From Techno Buzz to Value-Add Solutions.

My guest today is Safi Bahcall, an American technologist, business executive, and author. He has presented at over 130 banking conferences, investor events, and medical meetings around the world, as well as at leading academic institutions. The topic is his book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries. In this episode of Trend Following Radio we discuss: Social media companies Loonshots National research system of the U.S. Leader mindsets Innovation Good companies vs. Failing companies Early stage ideas Apple Steve Jobs AT&T Bell Labs Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!