InnoExecution

InnoExecution is a leadership philosophy developed from the result of a study focused on Corporate Leadership and goal achievement of enterprises. The study aimed to find out the reasons and solutions of the following problems common to most organizations under a competitive environment:
* Most of the enterprises cannot meet its goals effectively? Why?
* What is the most important factors affecting its performance?
* What is the most important capability of an enterprise?

To answer these questions, extensive research has been conducted by Mr. Ka-Keung Chan on a large number of corporations and organizations in the following status:
# Successful organizations
# Growing corporations
# Falling organizations

The study extended to historical events, fall and raise of nations, important battles and the leadership of their generals.

The result: Successful corporate leadership relies on the art of identifying the driving forces of an enterprise, and the balance of them.

The 2 Driving Forces of an Enterprise

The most important factors that affect the value and existence of an enterprise is:
# Innovation power - able to create new product or services for the client
# Execution power - able to realize what is innovated

Innovation power is the ability to create new product to meet the changing needs of the market. Executive power is the ability to deliver the new product to the market effectively.

Most enterprise process some of these power but in an imbalanced status. An enterprise with strong innovation power but weak in execution will result in a dreaming status. It cannot turn its ideas into profitable service, and cannot deliver its product to the customer. An enterprise with strong execution power but weak in innovation will be a loser in the market unless there is no competition in the economy.

Innovation and Execution are the two wheels of an enterprise. You cannot drive a car with imbalanced wheels. It will lead you to nowhere. Similarly, to drive the corporate forward, the leader of a corporation must build up these two factors and make a good balance of these capabilities.

Innovation Power

* Creation of products or service to meet the need of customers.
* Customer oriented, market oriented.
* Generate ideas, improvements.
* New application of existing technology to create new services.

Execution Power

* Realize the ideas to deliver the benefits to the clients, effectively and efficiently.
* How to do the things right the 1st time.
* Strong project management skills in the staff force.

Four conditions of an Enterprise

An enterprise should be operating in one of the following 4 situations:

Status 0: Corporate wonderer

Weak in Innovation, and weak in Execution.

The enterprise is not moving forward. The enterprise has no objectives and its business results are not predictable.

Status 1: Corporate dreamer

Strong in Innovation but weak in Execution.

The enterprise can be driven ineffectively.

Status 2: Corporate zombie

Weak in Innovation but strong in Execution.

The enterprise have no valuable goal so it can be driven to nowhere.

Status 3: Corporate driver

Strong in Innovation and strong in Execution.

The enterprise is reactive and even proactive to the market with a strong capability to satisfy the need of the customers. It can be driven to anywhere to meet any goal.

Maturity of the enterprise

The maturity of the total work force, the enterprise will experience the operation conditions of the 4 status. Many small businesses can be operating in status 0 and stay there for a long period. Many enterprises start up at status 1 where there are good objectives and goals but the infant execution power cannot be inlined with its strong innovation power. When the business passes through the start up stage, many enterprises will not generate ideas to cope with the changing business environment, though they are still maintaining a strong production force and management team. An enterprise will move to status 3 only if its management team take care of the balance of the 2 driving forces, and build up the necessary skills for the work force.

Personal Abilities

The successfullness of your enterprise is determined by the ability of your staff force. Build up innovation power and execution power of each person in the enterprise.

* Corporation – gathering of great minds
* Innovation and execution ability apply to each staff
* Work with your mind and heart
* Expect it and get it from each one under your commend
* Think! And make it happen
* Appraise, form a great corporate culture

What can be done?

Your people make all things happen. Organize training systemically for your people to make the wheels match and inline with the goals of your enterprise. Then you can go anywhere.

Mindset and ability

Mindset determines the ability. Correct mindset through training and insight.

Marketing and selling

Study the need of the customers and forecast the demand of the market. Create a market when there is no requirement. Deliver the product and service efficiently. Feeling of the customers.

Leading and managing

* Path-finder.
* Goal setting and Motivation.
* Planning and Organizing.
* Hard skills and Soft skills.

Goals and procedures

* Valuable Goals.
* Procedures to make a predicable System.
* Guidelines to make an automated system.

Do the Right Things, and Do it Right!

What is the right thing to do, and how to do it correctly and efficiently?

trategic portfolio and project management

* Strategic Portfolio Which projects?
* Project and operations?
* Skills of Project Management PMI and Guideline to PMBOK version 3

R & D vs. production and financing

Product Research and Development Production Financing

How to begin?

#Awareness
#Assessment
#Appeal
#Architect
#Assign
#Action!
#Appraise

Innovation
*Great minds
*Improvement - Build on your strength
*Ideas from customer complain
*Wonderful Combination
*Anything from nothing
*Invent Time for your customer
*Stimulation

Execution
*Modeling
*System
*Learning & Training
*Knowledge Management

Reference Models and Maturity Models

*PMI OPM3 & PMBOK
*ISO9000
*ISO20000 or ITIL 3
*SEI CMMI

Further reading

* Drucker, Peter. "The Effective Executive"
* Fahey, Liam & Randall, Robert. 2003. "The Protable MBA in Strategy". John Wiley.
* Greenleaf, Robert. 1977. "Servant Leadership: A Journey into the Name of Legitimate Power and Greatness. Paulist Press.
* Porter, M.E. "Competitive Strategy: Techniques for Analyzing Industries and Competitors". New York: The Free Press, 1980.
* Senge, Peter. 1990. "The Fifth Discipline".
* Welch, Jack. 2005. Winning.

References

* Chan, KK. 2007. Two Wheels of Enterprise. HK.
* Kogut, B. "Designing Global Strategy: Comparative and Competitive Value-Added Chains," Sloan Management Review (Summer1985), 15-28.
* PMI Standard Committee. 1996. "A Guide to the Project Management Body of Knowledge". Upper Darby, PA: Project Management Institute.
* Porter, M.E. "Competitive Strategy: Techniques for Analyzing Industries and Competitors". New York: The Free Press, 1980.
* Welch, Jack. 2005. Winning.