8 Burst results for "Lear- Shabazz"

"lear  shabazz" Discussed on Biz Talk Radio

Biz Talk Radio

07:50 min | 2 years ago

"lear shabazz" Discussed on Biz Talk Radio

"Our conversations with Stephen hill global head of innovation at KPMG. So Steve one of the things that I'm interested in hearing your thoughts on is. How do you create core? Capability around innovation inside Horgan's ization. Right. You know, it's you know, you and I've seen it. We were talking about it. Right. Innovation is a word has turned into buzzword. Bingo. Right. And it's very fleeting almost gets tied to the individuals. You know, who's leading it. But soon as they're gone, it's Cohen versus really creating it as as a sustainable part of an organization in you. You work with a variety of companies of all different sizes and different industries. And how do you make this thing of innovation? How do you really make it part of and sustainable for an organization and industry or Konami? Yeah. So. I I'm with you. I don't really like the charm innovation. What happens very quickly when you start to use that word is people start to think about ping pong tables earth falls. Right. I mean, that's not what innovation is innovation and die opinion is really to be perceived by lear- Shabazz, turning ideas into cash, right? And and future in your company me at the end of the day with the dynamics that are in our markets today with the speed of change, whether it's technological or social technology. You know, social changes economic changes are political changes. You've got to have vehicle in place. That is committed to understanding how the status quo needs to change as you have built over the years and years of capabilities and people that are operating the business, right? And we in most of our organizations are built today around operating ability very little of it has been spent. Really learning at Bill muscle in corporate structure to question. The status quo did actually change the status quo, and we didn't work last year with a group called innovation leader. To do some survey work, we surveyed, hundreds of of large organizations globally around the notion of how they're bringing innovation to bear. In what they saw the challenges were and they had four first you all. And I think this is by far the biggest issue. Seventy three percent of the respondents said the biggest impediment them with leadership engagement in support of innovation. So but doesn't start at the top the CEO and you being one of them understands us if the CEO doesn't say this is important to our future. It's gonna fall flat out of the shoot. Over half thought that politics are you know, turf wars between PNL's and in different departments were the next biggest innovation barrier. A little under house said culture, which I'll get to second was a big barrier. And then he went on to say, you know, the inability to act on signals the seconds of the last budget. There was no good. And then lastly, lack of vision or strategy in all these things are very very important. I think chance your question you've gotta have one leadership engagement. I think to get that done you need the parents what we talked about before around how important data in a are becoming in productivity ending competitive. This is your impetus because the status quo isn't designed take on the responsibilities to build those buildings. In fact, when you look at the marketplace round, a I today what you see is the suppliers take you all the skills in the marketplace, right and Moen a lot of the data to to drive learning and scale, you don't see much of that avail for this for the consumers of AI, which are everybody else other than the tech industry that is a big issue. And so I think, you know, the imperative for innovation has never been stronger as we hit this precipice. Of those that are going to really jump on productivity curves and get much larger because of that can be so much more productive than seen intelligence, human intelligence and data correlations. I can really satisfy customer behaviors in ways that you could never have done before like the Amazon if you will term innovations gonna be your parents. So you gotta get that in place number one. If that doesn't happen really you're wasting your time doing everything else. But once you have that you gotta start to build real ability around. How do you look at the marketplace? How you build sensory capability. How does that turn into real budgeted investments that by the way, the business has only investments link between the business and the group of people who are doing in? Beijing has to be tight and clear you black boxes you're dead meat. You will never scale in your business. Things are black box. In fact, it's quite interesting. Because here, you know, people ask me about my. Not one regret when I built up the innovation program office that HP. My biggest regret was having the word innovation in the name of the team. And in fact here at cable labs, we have taken the word innovation out of job titles. And we've taken the word innovation out of eighteen names innovations capability, it's not it's not a box on the org chart. It's not a team name is soon as you do that. You've just hampered that team because everybody in the outside look at them. I don't need to do anything. It's their responsibility. Yeah. And they're common fallacy is we have a strategy therefore, my investment portfolio for the next three or four years. Wrong right at the end of the day. You've got to have a systematic not episodic view of your investment portfolio in how agile you need to be as no relation to take on the challenges of point for century. So there's a lot of important things to do connect that scale right to your engine. That says I can prove that those investments actually were really good. In fact, I find that when you really try to some of these new things you can show they're far more beneficial from our turn on investments point that a lot of what I will call incremental sort of status coal improvement on the margin. Investments that you might make a business unfor- particularly things like time from business models. New ventures that are driving significant birth brand. New channels me here's a lot of things here that have to be done with discipline. At. You know, get the leadership engagement, you've gotta work on culture. Everyone to your point Phil, right? Although the were innovations and bad word, if you have a strong CEO people will call last to it. And if they think that they had a piece of that game. If they eventually yo says everybody has some responsibility here, and I want all of us to be innovative. And I want our culture to be innovative wants to be seen by our clients. By our customers is innovative. I think you'd change the actor you change the dialogue and the merediths by in a positive way one hundred percent agree. And in fact, when I my vice when I coach CEO's and that that are trying to establish their innovation capabilities. Is you have to think about the fact that when you walk through their front door year onstage, the entire organization will take their lead from how the CEO acts talked. It isn't about just mouthing the words and sending out on my mom wants a month listing projects you have to live it.

CEO KPMG Horgan Steve one Konami Stephen hill lear- Shabazz Beijing global head Cohen Bill Phil Moen Amazon HP AI Seventy three percent one hundred percent four years
"lear  shabazz" Discussed on Biz Talk Radio

Biz Talk Radio

07:47 min | 2 years ago

"lear shabazz" Discussed on Biz Talk Radio

"Back to count evasions Cotin. Our conversations was Stephen hill. Global head of innovation at KPMG. So stave one of the things that I'm interested in hearing your thoughts on is. How do you create core? Capability around innovation inside Horgan's Asians. Right. You know, it's you know, you and I've seen it. We were talking about it. Right. Innovation is a word turned into buzzword. Bingo. Right. And it's very fleeting almost gets tied to the individuals. You know, who's leading it. But soon as they're gone, it's Cohen versus really creating it as as a sustainable part of an organization, and you work with a for Horiuchi of companies of all different sizes and different industries. How do you make this thing of innovation? How do you really make part of and sustainable for an organization and industry or Konami? Yeah. So. I'm with you. I don't really like the charm innovation. They would happens very quickly. When you start to use that word is people start to think about ping pong tables. No falls, right. That's not what innovation is innovation in value pinning is really to be perceived by lear- Shabazz, turning ideas into cash, right? And and future. Proofing your company me at the end of the day with the dynamics that are in our markets today with the speed of change, whether it's technological or social social changes economic changes are changes, you got to have vehicle in place. That is committed to understanding how the status quo needs to change as you have built over the years and years of kin abilities and people that are operating the business. Excellent. Right. And we in most of our relations are built today around operating ability very little of it has been spent. Really learning Bill muscle in the corporate structure to question the status quo actually change the the spout, and we did it work last year with a group called innovation leader. To do some survey work. We surveyed hundreds of of large organizations lovely around the notion how they're bringing innovation to bear. What they saw the challenges were and they had four first y'all. And I think this is by far the biggest issue. Seventy three percent of the respondents said that the biggest impediment leadership engagement in support of innovation. So but doesn't start at the top the CEO and you being one of them under stands as the CEO doesn't say this is important to our future. It's gonna fall flat out of the shoot. Over half thought that politics or you know, turf wars between PNL's and different departments or the next biggest innovation barrier. A little under house said culture, which I'll get to second big barrier. And then went on to say, you know, the inability to act on signals the seconds of last budget. There was no to it. And then lastly, lack of vision or strategy in all these things are very very important. I think chance your question you've gotta have one leadership engagement, and I think to get that done you need, the parents what we talked about before around how important data in a are becoming in productivity and in competitiveness is your impetus because the status quo is designed Jake on the responsibilities to build those abilities. The fact when you look at the marketplace round a today what you see is the suppliers take you all the skills in the marketplace. Right. And in a lot of the data to to drive learning and scale, you don't see much of that avail for this for the consumers of AI, which are everybody else other than the tech industry? That is a big issue. And so I think the imperative for innovation has never been stronger as we hit this precipice of those that are gonna really jump on actively curves and get much larger because they can be so much more productive sheen intelligence units audience and data correlations can really satisfy customer behaviors ways that you could never have done before like the Amazon if you will term innovations gonna be your parents. So you gotta get that place number one. If that doesn't happen, really. You're wasting your time doing everything else. Once you have that got start to Bill real ability around. How do you look at the marketplace how you build century capability? How does that turn into real budgeted investments that by the way, the business has only investments Lincoln's between the business and the group of people who are doing in? Beijing has to be tight and clear you black boxes you're dead meat. You will never stale in your business. Things are black box. This quite interesting. Because here, you know, people ask me about my my one regret when I built up the innovation program office that HP. My biggest regret was having the word innovation in the name of the team. And in fact here at cable labs, we have taken the word innovation out of job titles. And we've taken the word innovation out of any team names innovations capability, it's not it's not a box on the org chart. It's not a team name because soon as you do that you've just hampered that team because everybody in the outside look at them. I don't need to do anything. It's their responsibility. Yeah. And the common fallacy is we have a strategy therefore, my investment portfolio for the next three or four years. Wrong at the end of the day. You've got to have a systematic not episodic view of your investment portfolio. And how agile you need to be as no relation to take on the challenges of point for century. So there's a lot of important things. You do connect scale right to your essay engine. That says I can prove that those investments actually were really good and fi. I find that. When you really try to some of these new things you can show they're far more than official from our turn on investment standpoint than a lot of call incremental sort of status coal improvement on the margin. Investments that you might make a business pertaining things like from business models. New ventures that are driving significant broken brand new channels. Here's a lot of things here that have to be done with discipline. You know, get the leadership engagement, you've gotta work on culture. Everyone to your point Phil, right? Although the were innovations and bad word, if you have a strong CEO people will call last to it. And if they think that they had a piece of that game. If they CEO says everybody has some responsibility here, and I want all of us to be innovative. And I want our culture to be innovative wants to be seen by our clients by our customers innovative, I would change of an active change, the dialogue and the narratives in a positive way. One hundred percent agree. In fact, when I my vice when I see ios, and that that are trying to establish their innovation capabilities is you have to think about the fact that when you walk through their front door year onstage, the entire organization will take their lead from how the CEO acts talked. It isn't about just mouthing the words.

CEO Bill KPMG Horgan Stephen hill Konami Global head lear- Shabazz Beijing Cohen Horiuchi Phil Jake AI Amazon Lincoln HP official Seventy three percent One hundred percent
"lear  shabazz" Discussed on Biz Talk Radio

Biz Talk Radio

07:50 min | 2 years ago

"lear shabazz" Discussed on Biz Talk Radio

"Continue our conversations with Stephen hill. Global head of innovation at KPMG. So Steve one of the things that I'm interested in hearing your thoughts on is. How do you create core? Capability around innovation inside organizations. Right. You know, it's you know, you and I've seen it. We were talking about it. Right. Innovation is a word has turned into buzzword. Bingo. Right. And it's very fleeting almost gets tied to the individuals. You know, who's leading it. But soon as they're gone, it's gone versus really creating it as as a sustainable part of an organization in you work with a variety of companies. Of all different sizes and different industries. And how do you make this thing of innovation? How do you really make it part of and sustainable for an organization and industry or Konami? Yeah. So. I'm with you. I don't really like the charm innovation. I think what happens very quickly when you start to use. That word is people start to think about ping pong tables knows falls best. Not what innovation is innovation and die opinion is really should be perceived by lear- Shabazz, turning ideas into cash, right and and future. Proofing your company me at the end of the day with the dynamics that are in our markets today with the speed of change, whether it's technological or social technology. Social changes economic changes are political changes. You got to have vehicle in place. That is committed to understanding how the status quo needs to change as you have built over the years and years of capabilities in people that are operating the business, right? And we in most of our organizations are Bill today around operating capability, very little of it has been spent really. Early learning at Bill muscle in corporate structure to question the status quo actually change the status quo, and we didn't work last year with a group called innovation leader. To do some survey work. We surveyed hundreds of large organizations literally around the notion of how they're bringing innovation to bear. In what they saw the challenges were and they had four first you all. And I think this is by far the biggest issue. Seventy three percent of the respondents said the biggest impediment to them with leadership engagement in support of innovation. So but doesn't start at the top the CEO, and you being one of them understands that if the CEO doesn't say this is important to our future. It's gonna fall flat out of the shoot. Over half thought that politics or you know, turf wars between PNL's in different departments were the next biggest innovation barrier. A little under house at culture, which I'll get to a second big barrier. And then he went on to say, you know, the inability to act on signals the seconds of the last budget. There was no to it. And then lastly, lack of vision or strategy in all these things are very very important. I think to answer your question, you've gotta have one leadership engagement, and I think to get that done. The parents what we talked about before around how important data in a are becoming in productivity and in competitiveness is your impetus because the status quo isn't designed take on the responsibilities to build those Kabila's fact when you look at the marketplace round, a I today what you see is the suppliers take you all the skills in the marketplace, right and Mohan a lot of the data to to drive learning and scale, you don't see much of that avail for this for the consumers of AI, which are everybody else other than the tech industry? That is a big issue. And so I think, you know, the imperative for innovation has never been stronger as we hit this precipice of those that are going to really jump on productivity curves and get much larger because of can be so much more productive seen intelligence unit salts and data correlations can really satisfy customer behaviors in ways that you could never have done before like the Amazon if you will term innovations in be your parents. So you gotta get that in place number one. If that doesn't happen really you're wasting your time doing everything else. But once you have that you gotta start to build real ability around. How do you look at the marketplace, you build sensory capability how does that turn into real budgeted investments that by the way, the business has to own these investments Lincoln's between the business and the group of people who are doing innovation has to be tight and clear. You black boxes you're dead meat. You will never scale in your business. Things are black box. In fact, it's quite interesting. Because here, you know, people ask me about my my one regret when I top the innovation program office at HP. My biggest regret was having the word innovation in the name of the team. And in fact here at cable labs, we have taken the word innovation out of job titles. And we've taken the word innovation out of team names innovations capability, it's not a it's not a ox on the org chart it. It's not a team name is soon as you do that. You've just hampered that team because everybody in the outside look at them. I don't need to do anything. It's their responsibility. Yeah. And the common fallacy is a we have a strategy therefore, my investment portfolio for the next three or four. Wrong right at the end of the day. You've got to have a systematic not episodic view of your investment portfolio in how agile you need to be as no relation to take on the challenges point for century. So there's a lot of important things you do you connect that scale right to your Epinay engine. That says I can prove that those investments actually were really good. In fact, I find that when you really the dire. Some of these new things you can show they're far horror beneficial from our turn on investments point than a lot of what I will. Call incremental sorta status coal improvement on the margin investments that you might make a business. I'm particularly things like time from business models. New ventures that are driving significant broken brand. New channels me. Here's a lot of things here that have to be done with discipline at the supplement. You know, get leadership engagement, you've gotta work on culture. Everyone to your point Phil, right? Although the worry innovations and bad word, if you have a strong CEO people will call last to it. And if they think that they had a piece of that game. If they if that's says everybody has some responsibility here, and I want all of us to be innovative, and I want our culture we innovative by wants to be seeming by our clients by our customers is innovative. I think he would change the change the dialogue and the narratives by in a positive way one hundred percent agree. And in fact, when I my vice when I coach CEO's in that that are trying to establish their innovation capabilities. Is you have to think about the fact that when you walk through the front door year on stage. The entire organization will take their lead from how the CEO acts talked. It isn't about just mouthing the words and sending out a memo wants a month listing projects you have to live it.

CEO KPMG Steve one Stephen hill Konami Global head lear- Shabazz Bill Phil Amazon Kabila Lincoln HP Mohan AI Seventy three percent one hundred percent
"lear  shabazz" Discussed on Biz Talk Radio

Biz Talk Radio

07:51 min | 2 years ago

"lear shabazz" Discussed on Biz Talk Radio

"Count Ovation's. Not our conversations with Stephen hill. Global head of innovation at KPMG. So Steve one of the things that I'm interested in hearing your thoughts on is. How do you create core tape ability around innovation inside Horrigan ization? Right. You know, it's you know, United seen it. We were talking about it. Right. Innovation is a word is turned into buzzword. Bingo. Right. And it's very fleeting almost gets tied to the individuals. You know, who's leading it. But soon as they're gone, it's Cohen versus really creating it as as a sustainable part of an organization in you work with a variety of companies. Of all different sizes and different industries. And how do you make this thing of innovation? How do you really make it part of and sustainable for an organization and industry or in a Konami? Yeah. So. I I'm with you. I don't really like the term innovation. They would happens very quickly. When you start to use that word is people start to think about ping pong tables. And no falls, right? I mean, that's not what innovation Liz. Innovation in die opinion is really to be perceived by lear- Shabazz, turning ideas into cash, right and and future. Proofing your company me at the end of the day with the dynamics that are in our markets today with the speed of change, whether it's technological or social social changes economic changes are critical changes. You got to have vehicle in place. That is committed to understanding how the status quo needs to change as you have built over the years and years of inabilities and people that are operating the business. Excellent. Right. And we in most of our organizations are built today around operating ability, very little of it has been spent really learning at Bill muscle in a corporate structure to question the status quo to actually change the status quo, and we did it work last year with a group called innovation leader. To do some survey work, we surveyed, hundreds of large organizations globally around the notion of how they're bringing innovation to bear. What they saw the challenges were and they had four that they first of all. And I think this is by far the biggest issue seventy three percent of the respondents said that they use impediments with leadership engagement in support of innovation. So but doesn't start at the top the CEO and you being one of them understands. It's the CEO doesn't say this is important to our future. It's gonna fall flat out of the shoot. Over half thought that politics are you know, turf wars between PNL's and in different departments were the next biggest innovation barrier. A little under house at culture, which I'll get to second was a big barrier. And then he went on to say, you know, the inability to act on signals the the seconds of the last was that there was no good. And then lastly, lack of vision or strategy in all these things are very very important. I think to answer your question, you've got to have one leadership engagement, and I think to get that done the Perez what we talked about before around how important data in a are becoming in productivity and competitiveness is your impetus because the status quo isn't designed take on the responsibilities to build those abilities. In fact, when you look at the marketplace round AI today what you see is the suppliers take you all the skills in the marketplace. Right. And in a lot of the data to to drive learning and scale, you don't see much of that avail for this for the consumers of AI, which are everybody else other than the tech industry that is a big issue. And so I think, you know, the imperative for innovation has never been stronger as we hit this precipice. Office of those that are going to really jump on productivity curves and get much larger because they can be so much more productive seen intelligence union salts and data correlations. I can really satisfy customer behaviors in ways that you could never have done before like the Amazon if you will term innovations going to be your parents. So you gotta get that in place number one. If that doesn't happen, really. You're wasting your time doing everything else. Once you have that you gotta start to build real ability around. How do you look at the marketplace you build sensory capability how does that turn into real budgeted investments that by the way, the business has only investments link between the business and the group of people who are doing in. Beijing has to be tight and clear you black boxes you're dead meat. You will never scale in your business. Things are black box. In fact, it's quite interesting. Because here, you know, people ask me about my my one regret when I stopped the innovation program office at HP. My biggest regret was having the word innovation in the name of the team. And in fact here at cable labs, we have taken the word innovation out of job titles. And we've taken the word innovation out of eighteen names innovations capability, it's not a it's not a box on the org chart it. It's not a team name as soon as you do that. You've just hampered that team because everybody in the outside look at them going. I don't need to do anything. It's their responsibility. Yeah. And the common fallacy is we have a strategy therefore, my investment portfolio for the next three or four wrong right at the end of the day. You've got to have a systematic not episode Nick view of your investment portfolio in how agile you need to be as an organization to take on the challenges of point for century. So there's a lot of important things you do you connect that scale right to your Epinay engine. That says I can prove that those investments actually were really good. In fact, I find that when you really try or some of these new things you can show they're far horror beneficial from our turn on investments half point than a lot of what I will call incremental shortage status whole improvement on the margin investments that you might make a business. I'm particularly things like time from business models. New ventures that are driving significant growth brand new channels me. Here's a lot of things here that have to be done with discipline. At this point. You know, get the leadership engagement, you've gotta work on culture. Everyone to your point Phil, right? Although the were intimations a bad word, if you have a strong CEO people will call last to it. And if they think that they had a piece of that game. If they CEO says everybody has some responsibility here, and I want all of us to be innovative. And I want our culture to be innovative by wants to be seen by our clients. By our customers is innovative. I think you'd change Banak change the dialogue and the narratives right in a positive way. One hundred percent agree. In fact, when I my vice when I coach CEO's, and that that are trying to establish their innovation capabilities is you have to think about the fact that when you walk through their front door year onstage. The entire organization will take their lead from how the CEO acts talked. It isn't about just mouthing the words and sending out of my mom wants a month listing projects you have to live it.

CEO Horrigan ization KPMG Steve one Stephen hill Konami Global head AI United Beijing lear- Shabazz Cohen Liz Bill Banak Perez Amazon HP Nick view Phil
"lear  shabazz" Discussed on Biz Talk Radio

Biz Talk Radio

07:57 min | 2 years ago

"lear shabazz" Discussed on Biz Talk Radio

"Back to count evasions continue our conversations with Stephen hill. Coble head of innovation at KPMG. So Steve one of the things that I'm interested in hearing your thoughts on is. How do you create hor tape ability around innovation inside organizations? Right. You know? It's you know, you and I've seen it. We were talking about it. Right. Innovation is a word turned into buzzword. Bingo. Right. And it's very fleeting at almost gets tied to the individuals, you know, who's leading it. But soon as they're gone, it's Cohen versus really creating it as as a sustainable part of an organization. And you work with a variety of companies of all different sizes and different industries. And how do you make this? This thing of innovation. How do you really make it part of and sustainable for an organization and industry or Konami? Yeah. So. I I'm with you. I don't really like the charm innovation. What happens very quickly when you start to use that word is people start to think about ping pong tables falls. Right. That's not what innovation is innovation in opinion is really should be perceived by lear- Shabazz, turning ideas on the cash, right? And and future. Proofing your company me at the end of the day with the dynamics that are in our markets today with the speed of change, whether it's a logical or social technology. Social changes economic changes are political changes. You've got to have vehicle in place. That is committed to understanding how the status quo needs to change as you have built over the years and years of kin abilities and people that are offering the business, right? And we in most of our organizations are built today around operating ability very little of it has been spent. Really learning Bill muscle in the corporate structure to question. The status quo did actually change the status quo, and we did it work last year with a group called innovation leader. To do some survey work. We'd survey hundreds of large organizations lovely around the notion of how they're bringing innovation to bear. What they saw the challenges were and they had four. First of all. And I think this is by far the biggest issue. Seventy three percent of the respondents said that impediment with leadership engagement in support of innovation. So but doesn't start at the top the CEO and you being one of them understands. It's the CEO doesn't say this is important to our future. It's gonna fall flat out of the shoot. Over half thought that politics are you know, turf wars between PNL's and in different departments were the next biggest innovation barrier. A little under house said culture, which I'll get to second big barrier. And then he went on to say, you know, the inability to act on signals the seconds of the last budget. There was no. And then lastly, lack of vision or strategy in all these things are very very important. I think she answer your question, you've gotta have one leadership engagement, and I think to get that done. The parents what we talked about before around how important data in a are becoming in productivity and in competitiveness is your impetus because the status quo isn't designed take on the responsibilities to build those abilities. In fact, when you look at the marketplace round a today what you see is the suppliers take you all the skills in the marketplace. Right. And mowing a lot of the data to to drive learning and scale, you don't see much of that avail for this for the consumers of AI, which are everybody also than the tech industry that is a big issue. And so I think you know, the imperative for innovation has never been stronger as we hit. This precipice of those that are gonna really jump on productivity curves and get much larger because of so much more productive seen intelligence unit soldiers and data correlations can really satisfied customer behaviors ways that you could never have done before like the Amazon if you will. Innovations be your parents. So you gotta get that in place. Number one. If that doesn't happen. Really? You're wasting your time doing everything else. Once you have that got started Bill wheel ability around. How do you look at the marketplace? How you build sensory capability. How does that turn into real budgeted investments that by the way, the business has only investments link between the business and the group of people who are doing innovation has to be tight and clear. You black boxes you're dead meat. You will never scale in your business. Things are black box. In fact, this quite interesting because here, you know, people ask me about my my one regret when I built up the innovation program office at HP. My biggest regret was having the word innovation in the name of the team. And in fact here at cable labs, we have taken the word innovation out of job titles. And we've taken the word innovation out of any team names innovations capability, it's not it's not a box on the org chart. It's not a team name because soon as you do that you've just hampered that team because everybody in the outside look at them. I don't need to do anything. It's their responsibility. Yeah. And the common fallacy is we have a strategy therefore, my investment portfolio for the next three or four. Wrong right at the end of the day. You've got to have a systematic not episode like view of your investment portfolio in how agile you need to be as an organization to take on the challenges point for century. So there's a lot of important things. You do connect that scale right to your engine. That says I can prove that those investments actually were really good in fire. I find that. When you really try to some of these new things you can show they're far more than a fish from our on investments. Have that a lot of call incremental sorta status whole improvement on the margin investments that you might make a business. I'm particularly things like from business models. New ventures that are driving significant broken brand new channels. There's a lot of things here that have to be done with discipline. I think. You know, get the leadership engagement, you've gotta work on culture. Everyone to your point. Phil right were innovations and bad word, if you have a strong CEO people will call last to it. And if they think that they had a piece of that game. If they CEO says everybody has some responsibility here, and I want all of us to be innovative. And I want our culture to be innovative wants to be seeming by our clients by our customers innovative, either huge change, the act change, the dialogue, the narratives in a positive way one hundred percent agree. And in fact, when I my vice when I coach CEO's and that that are trying to establish their innovation capabilities. Is you have to think about the fact that when you walk through their front door. You're on stage. The entire organization will take their lead from how the CEO acts talked. It isn't about just mouthing the words and sending out of my mom wants a month listing projects you have to live it every day every engagement every conversation with everybody on your team each.

CEO Bill KPMG Steve one Coble Stephen hill Konami lear- Shabazz Cohen AI Phil Amazon HP Seventy three percent one hundred percent
"lear  shabazz" Discussed on Biz Talk Radio

Biz Talk Radio

07:50 min | 2 years ago

"lear shabazz" Discussed on Biz Talk Radio

"Our conversations was Stephen hill. Global head of innovation at KPMG. So stave one of the things that I'm interested in hearing your thoughts on is. How do you create core? Capability around innovation inside organizations. Right. You know, it's you know, you and I've seen it. We were talking about it. Right. Innovation is a word turned into buzzword. Bingo. Right. And it's very fleeting at almost gets tied to the individuals. You know, who's leading it. But soon as they're gone, it's gone versus really creating it as as a stable part of an organization in you were. Work with a variety of companies of all different sizes and different industries. And how do you make this thing of innovation? How do you really make part of and sustainable for an organization and industry or Konami? Yeah. So. I I'm with you. I don't really like the charm innovation. I think what happens very quickly when you start to use that word is people start to think about ping pong tables earth, falls, right? That's not what innovation is innovation in opinion is really to be perceived by lear- Shabazz, turning ideas into cash, right and future. Proofing your company me at the end of the day with the dynamics that are in our markets today with the speed of change, whether it's techological or social technology. You know, social changes economic changes or changes, you got to have vehicle in place. That is committed to understanding how the status quo seems to change as you have built over the years and years of kin abilities and people that are offering the business, right? And we in most of our organizations are built today around operating ability very little of it has been spent. Really learning at Bill muscle in corporate structure to question the status quo to actually change the status quo, and we didn't work last year with a group called innovation leader. To do some survey work. We survey hundreds of large organizations globally around the notion of how they're bringing innovation to bear. What they saw the challenges were and they had four first of all. And I think this is by far the biggest issue. Seventy three percent of the respondents said the biggest impediment to them with leadership engagement and support of innovation. So but doesn't start at the top the CEO and you being one of them understands if the CEO doesn't say this is important to our future. It's gonna fall flat out of the shoot. Over half thought that politics are you know, turf wars between PNL's in different departments were the next biggest innovation barrier. A little under house culture, which I'll get to second was a big barrier. And then went on to say, you know, the inability to act on signals the seconds of budget. There was no to it. And then lastly, lack of vision or strategy in all these things are very very important. I think to answer your question, you've gotta have one leadership engagement. I think to get that done the Perez what we talked about before around how important data in a are becoming in productivity and in competitiveness is your impetus because the status quo isn't designed take on the responsibilities to build those capabilities. In fact, when you look at the marketplace round, a I today what you see is the suppliers take you all the skills in the marketplace, right and Mohan a lot of the data to to drive learning and scale, you don't see much of that avail for this for the consumers of AI, which are everybody else other than the tech industry? That is a big issue. And so I think the imperative for innovation has never been stronger as we hit this precipice of those that are going to really jump on TV curves and get much larger because of that can be so much more productive seen intelligence units audience and data correlations. I can really satisfy customer behaviors in ways that you could never have done before the Emma's by if you will. Innovations gonna be your parents. So you gotta get that in place number one. If that doesn't happen really you're wasting your time doing everything else. But once you have that you gotta start to build real ability around. How do you look at the marketplace, you build sensory capability how does that turn into real budgeted investments that by the way, the business has only investments link between the business and the group of people who are doing innovation has to be tight and clear. You black boxes you're dead meat. You will never scale in your business. Things are black box quite interesting. Because here, you know, people ask me about my my one regret when I top the innovation program office that HP. My biggest regret was having the word innovation in the name of the team. And in fact here at cable labs, we have taken the word innovation out of job titles. And we've taken the word innovation out of eighteen names. Innovations capability, it's not a it's not a box on the org chart it. It's not a team name because Suzy do that. You've just hampered that team because everybody in the outside look at them. I don't need to do anything. It's their responsibility. Yeah. Common. Fallacy is we have a strategy therefore, my investment portfolio the next three or four. Wrong right at the end of the day. You've got to have a systematic not episodic view of your investment portfolio in how agile you need to be as a relation to take on the challenges point for century. So there's a lot of important things. You do connect that scale right to your Epinay engine. That says I can prove that those investments actually were really good. In fact, I find that when you really try to some of these new things you can show they're far more than official from our turn on investments that a lot of what I don't call incremental sort of status whole improvement on the margin investments that you might make a business unforgivingly things like from business models. New ventures that are driving significant growth in brand new channels. I mean, here's a lot of things here that have to be done with this. Get the leadership engagement, you've gotta work on culture. Everyone to your point Phil, right? Other worry innovations and bad word, if you have a strong CEO people call last to it. And if they think that they had a piece of that game. If they CEO says everybody has some responsibility here, and I want all of us to be innovative. And I want our culture to be innovative wants to be seeming by our clients by our customers innovative, I would change the enact change, the dialogue and the narratives in a positive way one hundred percent agree. And in fact, what I my vice when I coach CEO's in that that are trying to establish their innovation capabilities is you have to think about the fact that when you walk through their front door, you're on stage. The entire organization will take their lead from how the CEO acts talk. It isn't about just mouthing the words and sending out a my mom wants a month listing projects you have.

CEO KPMG Stephen hill Konami Global head lear- Shabazz Bill Phil Perez Mohan Suzy HP AI official Seventy three percent one hundred percent
"lear  shabazz" Discussed on Biz Talk Radio

Biz Talk Radio

07:54 min | 2 years ago

"lear shabazz" Discussed on Biz Talk Radio

"Global head of innovation at KPMG. So stave one of the things that I'm interested in hearing your thoughts on is. How do you create core tape ability around innovation inside organizations? Right. You know? It's you know, you and I've seen it. We were talking about it. Right. Innovation is a word this turned into buzzword. Bingo. Right. And it's very fleeting almost gets tied to the individual, you know, who's leading it. But soon as they're gone, it's Cohen versus really creating it as as a sustainable part of an organization, and you work with a variety of companies. Of all different sizes and different industries. And how do you make this thing of innovation? How do you really make part of and sustainable for an organization and industry or Konami? Yeah. So. I'm with you. I don't really like the charm innovation. I think what happens very quickly when you start to use that word is people start to think about ping pong tables knows falls. That's not what innovation is innovation in opinion is really to be perceived by lear- Shabazz, turning ideas into cash, right? And and future. Proofing your company me at the end of the day with the dynamics that are in our markets today with the speed of change, whether it's technological or social technology. Social changes economic changes are political changes new got to have vehicle in place. That is committed to understanding how the status quo needs to change as you have built over the years and years of kin abilities and people that are operating the business, right? And we in most of our organization was built today around operating -bility, very little of it has been spent really. Early learning how to build muscle in corporate structure to question the status quo actually change the status quo, and we didn't work last year with a group called innovation leader. To do some survey work, we surveyed, hundreds of large organizations globally around the notion of how they're bringing innovation to bear. What they saw the challenges were and they had four they first of all. And I think this is by far the biggest issue. Seventy three percent of the respondents said the biggest impediment them with leadership engagement in support of innovation. So but doesn't start at the top the CEO and you being one of them understands us if the CEO doesn't say this is important to our future. It's gonna fall flat out of their shoot. Over half thought that politics are you know, turf wars between PNL's and different departments were the next biggest innovation barrier. A little under house said culture, which I'll get to second was a big barrier. And then he went on to say, you know, the inability to act on signals the seconds of the last budget. There was no to it. And then lastly, lack of vision or strategy in all these things are very very important. I think chance your question you've gotta have one leadership engagement, and I think to get that done you need, the parents what we talked about before around how important data in a are becoming in productivity and competitiveness is your impetus because the status quo isn't designed take on the responsibilities to build those Kabila's. In fact, when you look at the marketplace round, a I today what you see is the suppliers take you all the skills in the marketplace, right and Mohan a lot of the data to to drive AI learning and scale, you don't see much of that avail for this for the consumers of AI, which are everybody else other than the tech industry? That is a big issue. And so I think, you know, the imperative for innovation has never been stronger as we hit this precipice of those that are going to really jump on productivity curves and get much larger because they can be so much more productive seen intelligence, human intelligence and data correlations. I can really satisfy customer behaviors in ways that you could never have done before like the Amazon if you will. Innovations gonna be your parents. So you gotta get that in place number one. If that doesn't happen really you're wasting your time doing everything else. But once you have that you gotta start to build real ability around. How do you look at the marketplace? How you build sensory capability. How does that turn into real budgeted investments that by the way, the business has only investments link between the business and the group of people who were doing innovation has to be tight and clear. You black boxes you're dead meat. You will never scale in your business. Things are black box. In fact, this quite interesting because here, you know, people ask me about my my one regret when I, you know, top the innovation program office at HP. My biggest regret was having the word innovation in the name of the team. And in fact here at cable labs, we have taken the word innovation out of job titles. And we've taken the word innovation out of any names. Innovations capability, it's not a it's not a box on the org chart it. It's not a team name is soon as you do that. You've just hampered that team because everybody in the outside look at them. I don't need to do anything. It's their responsibility. Yeah. And the common fallacy is we have a strategy therefore, my investment portfolio for the next two hundred forty. Wrong right at the end of the day. You've got to have a systematic not episodic view of your investment portfolio in how agile you need to be as no relation to take on the challenges point for century. So there's a lot of important things you do you connect that scale right to your engine. That says I can prove that those investments actually were really good in fire. I find that. When you really try to some of these new things you can show they're far more beneficial from our turn on investments point than a lot of what I call incremental of status whole improvement on the margin. Investments that you might make a business unfor- truthfully things like time from business models. New ventures that are driving significant broken brand new channels me. Here's a lot of things here that have to be done with this. Supplement? You know, get the leadership engagement, you've gotta work on culture. Everyone to your point Phil, right? Although the worry innovations in bad word, if you have a strong CEO people will call last to it. And if they think that they had a piece of that game. If they if this says everybody has some responsibility here, and I want all of us to be innovative, and I want our culture to be innovative wants to be seeming by our clients by our customers is innovative. I think he would change the Banak change the dialogue and the narratives right in a positive way. One hundred percent agree. In fact, when I my vice coach CEO's, and that that are trying to establish their innovation capabilities is you have to think about the fact that when you walk through their front door year on stage. To the entire organization will take their lead from how the CEO acts talked. It isn't about just mouthing the words and sending out a memo once a month listing projects you have to live it every day every engagement every conversation with everybody on your team each.

CEO KPMG vice coach CEO Konami Global head AI lear- Shabazz Cohen Kabila Phil Amazon Mohan HP Seventy three percent One hundred percent
"lear  shabazz" Discussed on Biz Talk Radio

Biz Talk Radio

07:51 min | 2 years ago

"lear shabazz" Discussed on Biz Talk Radio

"Evasions Booker T our conversations with Stephen hill global head of innovation at KPMG. So stave one of the things that I'm interested in hearing your thoughts on is. How do you create hor tape ability around innovation inside Horgan's Asians? Right. You know, it's you know, you and I've seen it. We were talking about it. Right. Innovation is a word turned into buzzword. Bingo. Right. And it's very fleeting almost gets tied to the individuals. You know, who's leading it. But soon as they're gone, it's gone versus really creating it as as a sustainable part of an organization in you work with for rioting of companies. Of all different sizes and different industries. And how do you make this thing of innovation? How do you really make part of sustainable for an organization and industry or Konomi? Yeah. So. I I'm with you. I don't really like the term innovation. What happens very quickly when you start to use that word is people start to think about ping pong tables. Those falls, right? That's not what innovation is innovation in opinion is really should be perceived by lear- Shabazz turning ideas into cash, right? And and future. Proofing your company me at the end of the day with the dynamics that are in our markets today with the speed of change, whether it's techological or social technology. You know, social changes economic changes are political changes. You've got to have vehicle in place that is committed to understanding how status quo needs to change as you have built over the years and years of inabilities and people that are offering the business, right? And we and most of our organizations are built today around operating ability, very little of it has been spent really. Early learning that Bill muscle in the corporate structure to question the status quo and actually change the status quo, and we didn't work last year with a group called innovation leader. To do. So survey work, we surveyed, hundreds of large organizations globally around the notion of how they're bringing innovation to bear. What they saw the challenges were and they had four first y'all. I think this is by far the biggest issue. Seventy three percent of the respondents said that they use impediments them with leadership engagement and and support of innovation. So but doesn't start at the top the CEO and you being one of them understands if the CEO doesn't say this is important to our future. It's gonna fall flat out of the shoot. Over half thought that politics are you know, turf wars between PNL's in different departments were the next biggest innovation barrier. A little under house at culture, which I'll get to second big barrier. And then went on to say, you know, the inability to act on signals the seconds of the last was there was no into it. And then lastly, lack of vision or strategy in all these things are very very important. I think jams your question you've gotta have one leadership engagement, and I think that the parents what we talked about before around how important data in a are becoming in productivity and in competitiveness is your impetus because the status quo isn't designed Jake on the responsibilities to build those abilities. The fact when you look at the marketplace round a today what you see is the suppliers take you all the skills in the marketplace. Right. And in a lot of the data to to drive learning and scale, you don't see much of that avail for this for consumers of AI, which are everybody in the tech industry. That is a big issue. And so I think the imperative for innovation has never been stronger as we hit this precipice of those that are gonna really jump on TV curves and get much larger because me so much more productive sheen intelligence union soldiers and data correlations. I can really satisfied customer behaviors in ways that you could never have done before like the Amazon if you will. Our innovations gonna be your parents. So you gotta get that in place number one. If that doesn't happen, really. You're wasting your time doing everything else. Once you have that you gotta started Bill real ability around. How do you look at the marketplace how you build century capability? How does that turn into real budgeted investments that by the way, the business has only investments link between the business and the group of people who were doing invasion has to be tight and clear. You black boxes you're debt meat. You will never scale in your business. Things are boxed this quite interesting. Because here, you know, people ask me about my my one regret when I you know, the innovation program office at HP. My biggest regret was having the word innovation in the name of the team. And in fact here at cable labs, we have taken the word innovation out of job titles. And we've taken the word innovation out of team names. Innovations capability, it's not a it's not a box on the org chart it. It's not a team name because sushi do that you've just hampered that team because everybody in the outside look at them. I don't need to do anything. It's their responsibility. Yeah. And the common fallacy is we have a strategy therefore, my investment portfolio for the next three or four. Wrong right at the end of the day. You've got to have a systematic not episodic view of your investment portfolio in how agile you need to be as no relation to take on the challenges point for century. So there's a lot of important things. You do connect that scale right to your engine. That says I can prove that those investments actually were really good in fire. I find that. When you really try to some of these new things you can show. They're far more than official from our turn on investments have been a lot of call incremental status coal improvement on the margin investments that she might make a business particularly things like business models. New ventures that are driving significant broken brand new channels. There's a lot of things here that have to be done with this at. At. You know, just leadership engagement, you've gotta work on culture. Everyone to your point Phil, right? Other innovations in bad word, if you have a strong CEO people will call last to it. And if they think that they had a piece of that game. If they see oh says everybody has a responsibility here, and I want all of us to be innovative. And I want our culture we innovative wants to be seen by our clients. By our customers is innovative. I change enact change the dialogue and the narratives right in a positive way one hundred percent agree. And in fact, when I my vice when I coach CEO's, and that that are trying to establish their innovation capabilities is you have to think about the fact that when you walk through the front door you're onstage. The entire organization will take their lead from how the CEO acts talk. It isn't about just mouthing the words and sending out on my mom wants a month listing projects you have to live it.

CEO Bill Horgan KPMG Konomi lear- Shabazz Booker T global head Phil Jake AI Amazon Stephen hill HP official Seventy three percent one hundred percent