The Book

Disruptive Ideas

10+10+10 = 1000. The maths of Viral Change™ that transforms organizations
by Leandro Herrero, meetingminds  (2008)

Disruptive Ideas - frontcover

From the introduction of the book

Disruptive ideas provide management alternatives that, if spread, can completely transform the way the organisation works without the need to execute a massive ‘change management programme’. Each of them, in its own right, has the potential to create significant change.  The compound benefit of a few of them is a real engine of change and business transformation.

The concept of disruption in management has been applied to innovation before. A disruptive innovation is a technology, process or business model that introduces a much more affordable product or service (that is also much simpler to use) into a market

It enables more consumers in that market to afford and/or have the skill to use the product or service. The change caused by such an innovation is so big that it eventually replaces, or disrupts, the established approach to providing that product or service. Disruptive Innovation as a concept was created by Clayton Christensen, author of The Innovator’s Dilemma and The Innovator’s Solution.

“I have antibodies against the Big Corporate Initiative (or the Big Initiative in Big Corporations or, worse, the Big Initiative in not-so-Big Corporations that think they are Big or want to behave as Very Big). All over the world you can see the same picture: big change projects with lots of components, stacks of PowerPoint slides and massive communication programmes. In Viral Change, I called it the ‘tsunami approach’.” Leandro Herrero

Leandro Herrero’s disruptive ideas transcend innovation or technology and go back to the fundamental roots of day-to-day management in any kind of organisation, challenging conventional wisdom. In this book, Leandro Herrero’s disruptive ideas are classified as structural, behavioural and process related”.

 

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Table of Contents

Prologue: The power of a few (disruptive) rules

Introduction: Changing the way we think about change

Structures

  1. Team 365: the team that (almost) doesn’t meet
  2. Double hats (one boss is not enough)
  3. Shadow jobs
  4. Everything a project
  5. Management by invitation
  6. Fixed-term teams
  7. Net-work, not more teamwork
  8. Support functions are businesses (‘market tested’)
  9. Membership bids
  10. Home effects

Processes

  1. Internal Clocks
  2. Decisions pushed down (and in real time)
  3. Scan for talent, find a job
  4. Fix accountabilities (if nothing else)
  5. Fake project, beat Outlook
  6. Un-cluttering
  7. 3-way, 365 performance appraisal
  8. Face it, don’t email it
  9. Less PowerPoint, more stories
  10. Be imperfect

Behaviours

  1. Go to source (and turn the volume down)
  2. Keep promises
  3. Collaboration (‘the volunteers’)
  4. Reward outputs
  5. Behave like an investor
  6. Respect the past, leave it to archaeologists
  7. Ask the question
  8. Lose control
  9. Can it be done differently?
  10. Take the walk

Epilogue: Where would you put your money?

The Disruptive Ideas Project