Managing Second-Level Effects of Innovative Projects
Innovative projects offer exciting possibilities, but their implementation often has complex ripple effects beyond what is initially expected. In 2017, while at William & Mary, I presented at the WCET conference in Denver on the topic of “Second-Level Effects.” This presentation explored the challenges of managing these unexpected consequences of innovation and offered potential strategies for success.
Presentation Summary: Managing “Second-Level Effects“
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The Nature of the Challenge: Often, we carefully plan for the initial, anticipated outcomes of a project (“First-Level Effects”). We may address challenges like increased workload or resistance from stakeholders. However, “Second-Level Effects” are much harder to predict. These are the indirect and often surprising changes that emerge as a project is implemented. Because they are […]
3 Insights on Why Pursing Innovative Paths Can Fail
Recently, I have been re-reading a classic in business management – The Innovator’s Dilemma by Clayton Christensen. Over 20 years later, this book’s principles continue to be timely words of insight and wisdom.
Rather than let some of these thoughts go, I thought it might be helpful to consolidate a few of my reflections here and share 3 insights on why pursing innovative paths can fail.
1. Innovative paths are often hindered not by failed leadership and management but hindered by highly effective leadership and management. Good management, seeking to serve its existing customers and brand values, is often the reason that top firms fail to exhibit leadership with disruptive innovations. It is a false perception to think that “bad” leadership is the reason for […]
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