Steven L. Blue is the CEO of Miller Ingenuity, and a nationally-recognized expert in transforming businesses into global powerhouses. He is also the author of American Manufacturing 2.0: What Went Wrong and How to Make It Right. We delve into how to thrive in an industry that is seeing massive change, creating a culture where innovation is infused into the heart of the people, and why you should make it your goal to solve the problems you don't even know exist.
[2:26] Get introduced to ‘bumper sticker values’ and learn what the current problems of Uber, Wells Fargo, and United are teaching companies about values. How does the values gap get so big between the leaders and the employees?
[5:26] Innovation, creativity, and taking risks is included in most companies’ value statement, but how is it playing out in the real business world? Money, commitment, and resources must be allocated in the plan. Innovation cannot get disconnected from the rest of the organization.
[9:32] Steven’s innovation space is in the heart of the factory. This is a space to teach his employees about creativity and innovation. The entire company was taught the principles of innovation.
[13:00] How does one complete a values check? How often should companies do this? What risks do new hires bring to the table?
[14:47] Steven shares some ideas for picking values that are right for your organization. Picking values can be a discovery process to fine tune what’s important to your customers, stakeholders and employees. Community is a very powerful value to focus on.
[18:21] How is innovation described in Steven’s company? Innovation is the major plank in the last level of the seven levels of ingenuity. Innovation means creating new opportunities and solving problems that we didn’t know existed, or have just manifested.
[20:28] You must have the foundation set up so that your people really care enough to innovate. Then, you have to hire enough people to free up your employees to spend 20 percent of their time innovating.
[22:41] What are the risks associated with freeing employees up to innovate? Learn about Steven’s Creation Station, and the payoff that it brings to his company.
[23:44] Are some values more important than others? Integrity is one of the bedrock values — that must start at the top. Steven shares a personal example about his cherry red 1968 Mustang convertible. Values must be installed from the top down.
[28:02] Drift is natural. To avoid the drift, you must give your employees reason to think about what and how they’ve been doing. Retreats are a powerful tool to provide fresh thinking and respite.The whole purpose of the retreat is to find the synapses that you’re been missing because you’ve been so busy, busy, busy.
[29:29] Find out how Steven’s participation in the Anthony Robbins Firewalk has helped him to acquire the skill of seeing problems that don’t exist yet.
[33:00] Shaking it up is a necessity! There are always two stories to tell the shareholders. Either, you go belly up, or you are successful. You must assume that things are going to get bad if you don’t change.
[36:01] Tamara shares examples of how Kodak missed the mark, by doubling down on what they know, instead of what will make them successful.
[37:19] Steven advises innovators that you have to take a risk and a chance, and that you must be persistent. Get introduced to the ‘spend and see plan’.
Connect with Steven, purchase American Manufacturing 2.0: What Went Wrong and How to Make It Right, as well as other books at: Stevenlblue.com.
If you are ready to:
■ get buy-in from key decision makers on your next big idea
■ be a high-impact, high-value member that ignites change
■ foster a culture of innovation where everyone on your team is bringing innovative ideas that tackle challenges and seize opportunities...
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