Thomas Wedell-Wedellsborg's Books

What's Your Problem?

To Solve Your Toughest Problems, Change the Problems You Solve

By: Thomas Wedell-Wedellsborg

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What's Your Problem?

To Solve Your Toughest Problems, Change the Problems You Solve

By: Thomas Wedell-Wedellsborg

The author makes a compelling case that we often start solving a problem before thinking deeply about whether we are solving the right problem. If you want the superpower of solving better problems, read this book." -- Eric Schmidt, former CEO, Google Are you solving the right problems? Have you or your colleagues ever worked hard on something, only to find out you were focusing on the wrong problem entirely? Most people have. In a survey, 85 percent of companies said they often struggle to solve the right problems. The consequences are severe: Leaders fight the wrong strategic battles. Teams spend their energy on low-impact work. Startups build products that nobody wants. Organizations implement "solutions" that somehow make things worse, not better. Everywhere you look, the waste is staggering. As Peter Drucker pointed out, there's nothing more dangerous than the right answer to the wrong question. There is a way to do better. The key is reframing, a crucial, underutilized skill that you can master with the help of this book. Using real-world stories and unforgettable examples like "the slow elevator problem," author Thomas Wedell-Wedellsborg offers a simple, three-step method - Frame, Reframe, Move Forward - that anyone can use to start solving the right problems. Reframing is not difficult to learn. It can be used on everyday challenges and on the biggest, trickiest problems you face. In this visually engaging, deeply researched book, you’ll learn from leaders at large companies, from entrepreneurs, consultants, nonprofit leaders, and many other breakthrough thinkers. It's time for everyone to stop barking up the wrong trees. Teach yourself and your team to reframe, and growth and success will follow.

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Page Count

338

Publisher

Harvard Business Press

Published Date

ISBN 10

1633697231

ISBN 13

9781633697232

What's Your Problem?

To Solve Your Toughest Problems, Change the Problems You Solve

By: Thomas Wedell-Wedellsborg

Write a review Read reviews Take a Quiz Solve Book Puzzle

What's Your Problem?

To Solve Your Toughest Problems, Change the Problems You Solve

By: Thomas Wedell-Wedellsborg

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Solve jigsaw puzzle

Age

Page Count

338

Publisher

Harvard Business Press

Published Date

ISBN 10

1633697231

ISBN 13

9781633697232

Innovation as Usual

How to Help Your People Bring Great Ideas to Life

By: Paddy Miller,Thomas Wedell-Wedellsborg

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Innovation as Usual

How to Help Your People Bring Great Ideas to Life

By: Paddy Miller,Thomas Wedell-Wedellsborg

Help business leaders encourage their teams to be more innovative by changing the way they work, including focusing better, connecting with others, tweaking one's responses to challenges, filtering the good from the bad, navigating company politics and persisting despite obstacles. 15,000 first printing.

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Page Count

232

Publisher

Harvard Business Review Press

Published Date

ISBN 10

1422144194

ISBN 13

9781422144190

Innovation as Usual

How to Help Your People Bring Great Ideas to Life

By: Paddy Miller,Thomas Wedell-Wedellsborg

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Innovation as Usual

How to Help Your People Bring Great Ideas to Life

By: Paddy Miller,Thomas Wedell-Wedellsborg

Turn team members into innovators Most organizations approach innovation as if it were a sideline activity. Every so often employees are sent to “Brainstorm Island”: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, it’s back to business as usual. Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become “innovation architects,” creating an ecosystem in which people engage in key innovation behaviors as part of their daily work. In short, this book is about getting to a state of “innovation as usual,” where regular employees—in jobs like finance, marketing, sales, or operations—make innovation happen in a way that’s both systemic and sustainable. Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the “5 + 1 keystone behaviors” of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist: • Focus beats freedom: Direct people to look only for ideas that matter to the business • Insight comes from the outside: Urge people to connect to new worlds • First ideas are flawed: Challenge people to tweak and reframe their initial ideas • Most ideas are bad ideas: Guide people to select the best ideas and discard the rest • Stealthstorming rules: Help people navigate the politics of innovation • Creativity is a choice: Motivate everyone to persist in the five keystone behaviors Using examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace. So cancel that off-site. Instead, read Innovation as Usual—and put innovation at the core of your business.

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Page Count

232

Publisher

Harvard Business Press

Published Date

ISBN 10

1422144216

ISBN 13

9781422144213

Book's by Thomas Wedell-Wedellsborg

What's Your Problem?

What's Your Problem?

What's Your Problem?

What's Your Problem?

Innovation as Usual

Innovation as Usual

Innovation as Usual

Innovation as Usual

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