Introducing 100 Coaches: Pay It Forward Champions

Marshall Goldsmith

I am very excited to announce the selection of the 100 Coaches in our pay-it-forward project! For those of you who haven’t heard of the project, here is a little back story. I made a 30-second video about the project for LinkedIn. Three iconic leaders inspired the 100 Coaches project. World authority on project management. He was instrumental in launching the Pediatric Cancer Genome Project, which TIME listed as a Top 10 Medical Breakthrough.

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It's Time to Rethink Continuous Improvement

Harvard Business Review

As innovation thinker Vijay Govindarajan says , "The more you hardwire a company on total quality management, [the more] it is going to hurt breakthrough innovation. Too many continuous improvement projects focus so much on gaining efficiencies that they don't challenge the basic assumptions of what's being done. Innovation Operations StrategySix Sigma , Kaizen , Lean , and other variations on continuous improvement can be hazardous to your organization's health.

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The Other Side of Innovation: Solving the Execution Challenge.

CO2

Business organizations are not built for innovation; they are built for efficiency.&# – Vijay Govindarajan In The Other Side of Innovation the authors demonstrate their absolute knowledge of an area that many organizations need more of, innovation! In the first part of the book they take you through the steps to create a project team: 1) Divide the labor.

Before Hiring a Design Partner, Consider This

Harvard Business Review

It''s your job to pour what you know into the project and travel with the team: think of it as an equal partnership. You should understand the solution''s cultural impact, its technological and operational feasibility, and its viability in your business. Vijay Govindarajan and Chris Trimble have written at length on the challenges of execution in their book, The Other Side of Innovation. Design Project management Design is a service, not a magic spell.

Great Innovators Create the Future, Manage the Present, and Selectively Forget the Past

Harvard Business Review

It both funds day-to-day operations and generates profits for the future. The three-box framework has challenged us to redesign the planning process, which would allow us to brainstorm Box 2 and Box 3 nonlinear initiatives in addition to undertaking Box 1 operational excellence initiatives. It is important to allocate resources to Box 1, Box 2, and Box 3 projects to maintain a healthy balance among the boxes.” Vijay Govindarajan.

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