Person
1 episodes · 17 quoted claims
Hill says a survey of about 9,000 executives found that effective CEOs and C-suite executives today must be comfortable with ambiguity.
“We've done a survey of about 9,000 executives, and they've told us that if you want to be an effective CEO or C-suite executive today, you have to be comfortable with ambiguity.”
Hill says three of the leaders her team studied rewarded people for killing ideas.
“Two of the leaders that we've studied, actually three, they've rewarded people for killing ideas.”
Hill reports that one studied leader offered employees a bonus for killing their own failing idea.
“I will give you a bonus if you kill your own idea.”
Hill says the research at Pixar showed that no single group, such as bosses or experts, should dominate decisions.
“One of the things that we actually learned at Pixar is that you don't want one group to dominate.”
Hill says Ajay Banga and the board concluded that Mastercard faced an existential crisis because fintech was going to overtake it.
“He came in and he decided with the board that really Mastercard was facing an existential crisis. Fintech was going to overtake them”
Ajay Banga declared that Mastercard's purpose would be financial inclusion, which Hill says justified becoming a technology company.
“And he declared that the purpose was going to be financial inclusion.”
Hill says Ajay Banga directed Mastercard to spend half its time and resources on the core business and half on diversifying and growing new businesses.
“we're gonna spend 50% of our time on the core business, but 50% of our time and our resources, I should say, are gonna really be spent on diversifying the business and growing new businesses.”
Hill says an entrepreneur whose company Mastercard acquired created a series of innovation labs around the world to drive innovation.
“That individual, Gary, ended up creating a series of innovation labs around the world to help drive innovation.”
Hill defines catalysts as leaders who create movements across whole ecosystems to get innovation done, the third role in Genius at Scale.
“And then the last role that we talk about in the book is the catalyst role. These are the leaders who actually know how to create what we refer to as movements across whole ecosystems to get some innovation done.”
Hill says Massimo and Laura created a global network of Michelin-rated restaurants and soup kitchens called Food for Soul.
“Massimo and Laura, who are the couple who have created this whole global network of both Michelin-rated restaurants as well as soup kitchens called Food for Soul”
Hill describes chefs training at the main restaurant in Modena before opening their own restaurant in a city such as Tokyo.
“I'll work for a while in in, uh, Modena at the main restaurant, but then I'm going to go off to Tokyo”
Hill describes a CEO who was a Rhodes Scholar, surgeon and robotics pioneer and who took on a sparring partner to give him honest feedback on his impact.
“he's a Rhodes Scholar, he's, uh, you know, a brilliant surgeon, he's a pioneer in robotics. One of the things that he did is he got a sparring partner.”
Hill says a visionary CEO told his team he would not speak for the first 20 minutes of meetings so others could share ideas.
“he literally ended up saying to his organization and to his team, I'm not gonna speak anymore for the first 20 minutes.”
Hill's framework names the capability to collaborate creative abrasion and the capability to experiment and learn creative agility.
“The muscle to collaborate, which we refer to as creative abrasion, the muscle to experiment and learn, which we refer to as creative agility.”
Hill calls the capability of making decisions in innovation work creative resolution.
“And then this muscle of how to make decisions, creative resolution.”
Hill says her research identifies six dilemmas leaders must manage to build an innovative culture.
“So what we talk about is there are really, you know, six dilemmas you have to be able to manage”
Hill says she began researching innovation leadership after a former dean of Harvard Business School told her leaders lacked the knowledge to lead innovation.
“because one of our former deans said to me, Linda, I keep hearing that we don't have leaders who know how to lead innovation.”