앤드류 Hupert의 

중국 새해의 바로 전에, 나는 유럽 회사의 소유자가 포스트 휴일 판매 투상을 토론하고 있던 상해 영업 회의에서 이었다. 대화는 전부 "새로웠다," 상자에서 혁신, 그러나 도보는 더 커고 그리고/또한 더 쌌던 동일한 오래된 일을 단지 하기에 관하여 전부 이었다. 나는 이 로디오에 전에 가 본. 어떤은의 전에 장소로 6 달 끼워넣은 비싼 새로운 매매 이니셔티브 어디로에 대략 있고 죽는다.

중국에서 생각해 당신이 "상자"에서 어떤을 시도해 똑바르 화살 매니저인 경우에 당신은 초기 단계에 있는 성공 측정하고 인식하기를 위한 전략을 필요로 하기 위하여 려고 하고 있다. 그 중에서도 당신은 너무 일찌기 끊어서 당신의 투자를 낭비하는 피할 필요가 있다.

도울지도 모른 몇몇 아이디어는 여기에서 있다:

나는 그것들중 하나가 "혁신하거나 죽는다" 녀석을 아니다. 나는과 작동하는 무슨이 파악하고 싶 그것을 - 더 나은, 더 싼 - 빨리 좀더 하는. 때때로 저 개혁 및 청소 집을 의미한다. 때때로 그것은 정제를 제거 좁은 통로 의미한다.

그러나 당신이 약해지고 새로운 무언가를 시도했다는 것을 추측하자. 보상 계획. An advertising campaign. An operating structure. A product. A brand. You get the idea.

5 innovative ideas for 1,000,000 bottom-line managers:

Out-of-the-box thinking is expensive, risky and uneven. You have to manage and budget accordingly. Top managers aren’t going to innovate and develop new operating procedures on their lunch hour or weekends. It’s an investment. That means risk and return. You have to strike a rational balance and live with the choices you make. Innovation ain’t for wussies.

People resent the barrier-breaker and will try to make his efforts fail. First, make sure that YOU are not this guy. (Lot’s of interesting ideas get squashed on impulse by managers JUST LIKE YOU.) Then, prepare to intervene and use the force of your soft power as well as policy to give your innovation time to work. Informal support is almost as important as budget and manpower.

Exceptions have to made – budgeting, expenses, quotas, standard operating procedures. This is messy, and can definitely lead to resentment and internal combat — especially when one team is following a different business model. Hard-ass managers hate exceptions. Tough. If you don’t get messy, you’ll never build anything new.

Scheduling has to be flexible. Similar to #3, but oh, so much more difficult. China is notorious for scheduling and timeline nightmares. It always seems that 3 wheels are ripping at the pavement while one is stuck in reverse. I’ve tried yelling, “Just fix it!” in a variety of tones, volumes and speed. Doesn’t work. Also, beware of calling a job finished at the 75% mark. If you take your eyes off the ball too soon you might have problems.

It needs to be ramped up if it works. This can be the trickiest part. Let’s say your new sales approach or product development is a success. Now what? Some of you are in industries that demand constant change – but others of us tend to get paid well for doing what works well. It’s that second group that needs this last warning: if ANY new innovation works, it’s just a matter of time before it becomes industry standard. If you figured something out early then that’s a competitive advantage. If you react too late – that’s a competitive weakness. Have a plan for success.

Andrew Hupert, ChinaSolved