Professional Documents
Culture Documents
John O’ Keeffe
Vice President, Procter and Gamble
Interaction
“The major challenge for the leaders of the 21st century will be,
How to release the brain power of the organizations.”
-- Warren Bennis
Requirements
– Imagination of dramatically different ways of doing the business
– Targets stretched, not by percentages but by multiples
– Dreaming precisely while Dreading vaguely
– The ability to distinguish between a MISS and a MISTAKE
Obstacles
– Temptation for Logical Incrementalism
– Inability to see the need for breakthrough, till there is a crisis
Requirements
– Ability to distinguish between Information and Knowledge
– Holding on to the right sources of Information
– Ability to conceptualize information
Obstacles
– Information Overload and in some cases Information Pollution
– Inability to participate in groups and share experiences
“Information come from everywhere, that you did not ask for, that which
is not in the best interest, and that which is psychologically
persuasive. Put together, more information can be useless and yet
diverting.”
-- Vinay Chaganti, ATG
Tacit Knowledge
– Building up of one’s individual experiences and learning
Explicit Knowledge
– Overt expression of Methods, Processes and Procedures
Knowledge when built in group setting can be
– Tacit : Tacit – Sharing Experiences
– Tacit : Explicit – Documenting and Conceptualizing
– Explicit : Tacit – Internalize knowledge from Models
– Explicit : Explicit – Combining Models to Create New Concepts
Requirements
– Ability to Spot more wrong questions than wrong answers
– Realize that the best solutions are rational, but the way of coming to these rational
solutions is barely rational
Obstacles
– Past thinking may have been wild, going no where and producing nothing.
– Thinking out of the box is in the way of action
– We are paid to do more than think more
– Willingness to balance risk and reward
“Imagination is more important than knowledge, for while knowledge defines all
what we currently know and understand, imagination points to all we might
discover and use.”
-- Albert Einstein
Too many Options sought : Too fast in Closing Too many Options sought : Too slow in Closing
A model that is marked by very quick decision A model that can produce Incrementalism at its
making, that can lead to discontinuous results. peak, and Failure at its worst. Unsuitable for
Best described as ‘Burning bridges ahead”. Breakthrough changes to happen. Best described
as “Paralysis by analysis”.
Too little Options sought : Too fast in Closing Too little Options sought : Too slow in Closing
A model where decision making is very A model that can never work due to inaction. At
premature, leading to a probable panic in the its peak, it can lead to the death of the
organization. However, this model proves to be organization.
less risky due to the high conversion rate of
thoughts.
Process
– Put the problem in the center of the page
– Define the attributes both logically and creatively
– Expand the tree, giving examples, explaining different cases
Benefits
– Whole brain is engaged
– Note things in the right place as they strike
– One idea triggers another
– Variety is encouraged and neatly captured
– Movement in thought process is allowed
– Fun and mind opening
Vinay Chaganti
Associate, ATGOCS