To have a technical staff capable of meeting the business needs for creating a sustainable advantage position in ongoing investment must be made in enhancing the technical and business skills in the technical staff. This practice companies have found that a comprehensive program for assessing and addressing the skill needs across the organization [...]
Because the NT temperament significantly outperforms the other temperaments a rainmaker Index is shown in the “MBTI-based Rainmaker Index Calculation” figure was used to improve the identification of individuals best suited for conducting early stage, high-risk, breakthrough projects. As shown in the “MBTI-based Rainmaker Index Effects” figure, those individuals in the upper third [...]
MBTI-based Creativity Index Effects Results when using the MBTI instrument are shown in the “MBTI-based Creativity Index Effects” figure. This shows that project leaders and team members in the high creative half of the sample (as measured by the MBTI instrument) outperform those in the bottom half according to the following success metrics: [...]
Assessment Tests The instruments used to assess the personalities involved are shown in the “Assessment Tests” figure. The two instruments that have been found to be most useful are the Myers-Briggs type indicator (MBTI) and the Kirton Adapter Innovator instrument (KAI). The MBTI can be used to also calculate both an MBTI based [...]
Typical Industrial Project Success Curve The personalities of individuals involved in the early stages of new business development have been found to be as important as a process itself by Greg Stevens and James Burley. New business development leaders and team members with Myers-Briggs type indicator scores that had preferences for intuition and [...]
As can be seen in the above sections, the role of the organizational or project leader is key to success when bringing an idea to market. Harlan Cleveland found that for the generalist leader, steepest part of the learning curve is not skills but attitudes. Those who presume to take the lead in [...]
As reported by Nicholas Valery, the work of R.J. Saldich the ups and downs of innovation cause wide variations in the project members’ enthusiasm. It is up to the senior managers, gatekeepers, and executives provide support during the down times and celebrate milestone successes when things go well. The leadership style which surrounds [...]
People often don’t respond to rewards the way managers think they will. This was highlighted in Dan Pink’s 2009 TED talk. According to Pink, monetary incentives work best for repetitive, rules-based jobs. Yet those same contingent motivators (“If you do this, then you get that monetary reward”) often reduces productivity in cognitive and [...]
Patrick Watson has advocated that “When you have a major problem, you consult an expert—at least, that’s the idea. But we’ve learned the hard way that so-called “experts” don’t always know what they’re talking about.” To illustrate the issue, Robin Helweg-Larsen tells the story of three men walking to a restaurant. This is [...]
A more detailed analysis is shown in the “Generational Differences Chart” figure, provided by WMFC. Generational Differences Charts Generational Differences Chart All technical and new business development teams, be they focused on project commercialization’s or strategic planning, have to take into account which generation will be the recipient of the work product or [...]
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