SlideShare une entreprise Scribd logo
1  sur  33
Télécharger pour lire hors ligne
THE SECRETS TO
CREATING A KILLER
SKUNKWORKS
uring World War II, the

aerospace giant Lockheed
created a remote incubator to 

tackle the war’s most critical 

tasks. German jet fighters 

had just appeared over Europe, 

and America needed a counterpunch.
The mission was unbelievable critical, 

THE DEADLINE IMPOSSIBLY TIGHT.
D
THE NEW REMOTE OFFICE was
intentionally located in a circus tent next 

to an exceptionally stinky plastics factory 

(to keep nosy people away).
The strong smells that wafted into the tent 

made the Lockheed R&D workers think of 

the foul-smelling “Skunk Works” factory in 

Al Capp’s legendary comic strip Li’l Abner.
The small team inside the stinky 

tent designed and built America's 

first jet fighter in just 143 days, 

and created a philosophy for 

rapid innovation which 

companies copy to this day.
WHENEVER A COMPANY WANTED TO
GO BOLD, SKUNK WAS OFTEN THE
WAY INNOVATION GOT DONE.
TODAY,
“GOING SKUNK”
is often used to describe an especially
enriched environment that is intended 

to help a small group of individuals 

design a new idea by escaping routine 

organizational procedures.
“IT IS
BETTER 

TO BE A
PIRATE
THAN JOIN 

THE NAVY.
— STEVE JOBS
”
WHEN IT COMES
TO FOSTERING
BOLDINNOVATION...
Why is it better to be a pirate?
Why does the skunk methodology
consistently foster such great results?
And most important, what does this
have to do with today’s entrepreneur
and a desire to tackle the BOLD?
TURNS OUT, PLENTY.
S K U N K S E C R E T # 1
BIG 

GOALS
They are created to tackle
the Herculean, purposefully 

built around what
psychologists call
“HIGH, HARD
GOALS.”
It’s the difficult

nature of those

goals that is actually

the first secret 

to skunk success.
COMPANIES DO NOT GO SKUNK
FOR BUSINESS AS USUAL.
If you want the largest increase 

in motivation and productivity, then
BIG GOALS lead to the 

BEST OUTCOMES.
BIG GOALS significantly outperform
small goals, medium-sized 

goals, and vague goals.
It comes down to ATTENTION 

and PERSISTENCE — which are 

two of the most important factors 

in determining performance.
BIG 

GOALS
help focus attention,
and they make us
more persistent.
THE RESULT is...
Because the practice focuses attention & increases
motivation, BY SETTING BIG GOALS WE’RE ACTUALLY
HELPING OURSELVES ACHIEVE THOSE BIG GOALS.
we’re much more effective
when we work, and
we’re much more willing to get
up and try again when we fail.
1
2
S K U N K S E C R E T # 2
ISOLATION
WALL THE

skunk works 

off from the rest 

of the corporate
bureaucracy.
ISOLATION
stimulates risk taking,
encouraging ideas weird
and wild, and acting 

as a counterforce to
organizational inertia.
ISOLATION MAY BE THE MOST IMPORTANT 

KEY TO SUCCESS IN A SKUNK WORKS.
ORGANIZATIONAL INERTIA IS
the notion that once any company achieves
success, its desire to develop and champion
radical new technologies and 

directions is often tempered 

by the much stronger 

desire not to disrupt 

existing markets 

and lose their 

paychecks. COMFORT 

ZONE
A BIGGER, 

BETTER 

OPPORTUNITY
ORGANIZATIONAL INERTIA IS
FEAR OF FAILURE WRIT LARGE. IT IS
THE REASON:
Kodak didn’t
recognize the
brilliance of the
digital camera
IBM initially
dismissed 

the personal
computer
America 

Online (AOL) 

is, well, barely
online
Just as the 

successful skunk works
isolates the innovation team
from the greater organization,
successful entrepreneurs 

need a buffer between 

themselves and the 

rest of society.
In any organization the bulk of your people will be
climbing the hill they’re standing on. That’s what you
want them to do. That’s their job.
A SKUNK WORKS DOES A 

TOTALLY DIFFERENT JOB.
It’s a group of people looking for a better hill to climb.
This is threatening to the rest of the organization. It
just makes good sense to separate these two groups.”
‘‘
ASTRO TELLER, DIRECTOR 

“GOOGLE X” LABORATORIES [X]
S K U N K S E C R E T # 3
RAPID
ITERATION
(FAST FEEDBACK)
and this means having a strategy in place to 

handle risk and learn from mistakes is critical.
If you’re looking for a quick & dirty understanding,
try the unofficial motto of Silicon Valley:
“FAIL EARLY, FAIL 

OFTEN, FAIL FORWARD.”
THE ROAD TO BOLD is paved with failure,
X X X X X X
BOLD
VENTURES
— ESPECIALLY THE
WORLD-CHANGING TYPE
WE’RE ADVOCATING HERE,
REQUIRE A KIND OF
EXPERIMENTAL
APPROACH
INSTEAD OF LAUNCHING A FINELY
POLISHED GEM, COMPANIES NOW:
Release a “minimum viable product,” 

then get immediate feedback from
customers, incorporate that feedback 

into the next iteration, release a slightly 

upgraded version, and repeat.
Instead of design cycles that last years, 

the agile process takes weeks and produces
results directly in line with consumer
expectations. THIS IS RAPID ITERATION.
TRYING OUT CRAZY IDEAS
means bucking expert opinion and 

taking big risks. It means not being 

afraid to fail. Because you will fail.
“If you’re not embarrassed by the
first version of your product, you’ve
launched too late.”
— REID HOFFMAN, LINKEDIN FOUNDER
S K U N K S E C R E T # 4
INTRINSIC
REWARDS
FOR MOST OF THE LAST CENTURY, science 

focused on extrinsic rewards, that is, external
motivators, “if-then” conditions of the 

“do this to get that” variety.
WITH EXTRINSIC REWARDS, WE INCENTIVIZE 

THE BEHAVIOR WE WANT MORE OF AND 

PUNISH THE BEHAVIOR WE DISLIKE.
For example, in business when we want to drive
performance, we offer classic extrinsic rewards: 

bonuses (money) and promotions (money & prestige).
UNFORTUNATELY, AN 

EVER-GROWING PILE OF RESEARCH
SHOWS THAT EXTRINSIC REWARDS
DO NOT WORK LIKE MOST SUPPOSE.
Once people’s basic needs are no longer a
constant cause for concern, extrinsic rewards
lose their effectiveness and can CRUSH THE
HIGH-LEVEL, CREATIVE, CONCEPTUAL ABILITIES
THAT ARE CENTRAL to current and future
economic and social progress.
—meaning internal,
emotional satisfactions—
become far more critical.
THREE IN PARTICULAR STAND OUT:
AUTONOMY
the desire to
steer our own
ship
MASTERY
the desire to
steer it well
PURPOSE
the need for the
journey to mean
something
INTRINSIC
REWARDS
Science shows that the 

SECRET TO HIGH PERFORMANCE
isn’t our 

Biological Drive
(survival needs),
or our 

Reward-and-

Punishment Drive...
THESE THREE INTRINSIC REWARDS ARE THE 

VERY MOTIVATORS THAT MOTIVATE US MOST.
...BUT OUR THIRD DRIVE—
our deep-seated desire to direct our 

own lives, to extend and expand our
abilities, and to fill our life with purpose.
Since Lockheed’s massive success, everyone
from Raytheon and DuPont to Walmart and
Nordstrom has gotten in on the skunk game.
!
In the early 1980s, Apple cofounder 

Steve Jobs leased a building behind the 

Good Earth restaurant in Silicon Valley,
stocked it with twenty brilliant designers, 

and created his own skunk works to 

build the first Macintosh computer.
THE SKUNK APPROACH is one of the most
successful in modern history. The same
philosophy can be applied to any business 

or entrepreneur looking TO GO BOLD.
TO ACCOMPLISH THE
IMPOSSIBLE.
BOLDis a visionary roadmap 

for people who believe they
can change the world—

and offers invaluable advice 

about bringing together
patterns and technologies 

to help them do it.
— PRESIDENT BILL CLINTON
Order BOLD Today!

Contenu connexe

Tendances

The Art of Principled Negotiation - Academy Xi THINK
The Art of Principled Negotiation - Academy Xi THINKThe Art of Principled Negotiation - Academy Xi THINK
The Art of Principled Negotiation - Academy Xi THINKDentsu Aegis Network
 
The Paradox of Exceptional Marketing
The Paradox of Exceptional MarketingThe Paradox of Exceptional Marketing
The Paradox of Exceptional MarketingRand Fishkin
 
Pitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to othersPitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
 
Finding Charisma: The Secrets To Becoming Design Oriented
Finding Charisma: The Secrets To Becoming Design OrientedFinding Charisma: The Secrets To Becoming Design Oriented
Finding Charisma: The Secrets To Becoming Design OrientedKelsey Ruger
 
The Physical Interface
The Physical InterfaceThe Physical Interface
The Physical InterfaceJosh Clark
 
The Art of Picking a Co-founder
The Art of Picking a Co-founder The Art of Picking a Co-founder
The Art of Picking a Co-founder Guy Kawasaki
 
Lean UX + UX Strat, from UX Strat conference, September 2013
Lean UX + UX Strat, from UX Strat conference, September 2013Lean UX + UX Strat, from UX Strat conference, September 2013
Lean UX + UX Strat, from UX Strat conference, September 2013Joshua Seiden
 
Design for Startups - Build Better Products, Not More Features
Design for Startups - Build Better Products, Not More FeaturesDesign for Startups - Build Better Products, Not More Features
Design for Startups - Build Better Products, Not More FeaturesVitaly Golomb
 
Conways Law & Continuous Delivery
Conways Law & Continuous DeliveryConways Law & Continuous Delivery
Conways Law & Continuous Deliveryallan kelly
 
Agility is an Organizational Value
Agility is an Organizational ValueAgility is an Organizational Value
Agility is an Organizational ValueKevin Donaldson
 
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
 
From Design Thinking to Design Doing
From Design Thinking to Design Doing From Design Thinking to Design Doing
From Design Thinking to Design Doing Intuit Inc.
 
7 Tips to Beautiful PowerPoint by @itseugenec
7 Tips to Beautiful PowerPoint by @itseugenec7 Tips to Beautiful PowerPoint by @itseugenec
7 Tips to Beautiful PowerPoint by @itseugenecEugene Cheng
 
How To Create Presentation Slides That Are Out Of This World by @slidecomet @...
How To Create Presentation Slides That Are Out Of This World by @slidecomet @...How To Create Presentation Slides That Are Out Of This World by @slidecomet @...
How To Create Presentation Slides That Are Out Of This World by @slidecomet @...HighSpark | Visual Storytelling Agency
 
Notes from Antifragile
Notes from AntifragileNotes from Antifragile
Notes from AntifragileSami Paju
 
10 Steps great leaders take when things go wrong
10 Steps great leaders take when things go wrong10 Steps great leaders take when things go wrong
10 Steps great leaders take when things go wrongGetSmarter
 
AIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationAIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationEuropean Innovation Academy
 

Tendances (20)

The Art of Principled Negotiation - Academy Xi THINK
The Art of Principled Negotiation - Academy Xi THINKThe Art of Principled Negotiation - Academy Xi THINK
The Art of Principled Negotiation - Academy Xi THINK
 
The Paradox of Exceptional Marketing
The Paradox of Exceptional MarketingThe Paradox of Exceptional Marketing
The Paradox of Exceptional Marketing
 
Pitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to othersPitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to others
 
Finding Charisma: The Secrets To Becoming Design Oriented
Finding Charisma: The Secrets To Becoming Design OrientedFinding Charisma: The Secrets To Becoming Design Oriented
Finding Charisma: The Secrets To Becoming Design Oriented
 
The Physical Interface
The Physical InterfaceThe Physical Interface
The Physical Interface
 
The Art of Picking a Co-founder
The Art of Picking a Co-founder The Art of Picking a Co-founder
The Art of Picking a Co-founder
 
Lean UX + UX Strat, from UX Strat conference, September 2013
Lean UX + UX Strat, from UX Strat conference, September 2013Lean UX + UX Strat, from UX Strat conference, September 2013
Lean UX + UX Strat, from UX Strat conference, September 2013
 
Design for Startups - Build Better Products, Not More Features
Design for Startups - Build Better Products, Not More FeaturesDesign for Startups - Build Better Products, Not More Features
Design for Startups - Build Better Products, Not More Features
 
Conways Law & Continuous Delivery
Conways Law & Continuous DeliveryConways Law & Continuous Delivery
Conways Law & Continuous Delivery
 
Agility is an Organizational Value
Agility is an Organizational ValueAgility is an Organizational Value
Agility is an Organizational Value
 
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...
 
From Design Thinking to Design Doing
From Design Thinking to Design Doing From Design Thinking to Design Doing
From Design Thinking to Design Doing
 
AI & Startups
AI & StartupsAI & Startups
AI & Startups
 
Design Your Career 2018
Design Your Career 2018Design Your Career 2018
Design Your Career 2018
 
7 Tips to Beautiful PowerPoint by @itseugenec
7 Tips to Beautiful PowerPoint by @itseugenec7 Tips to Beautiful PowerPoint by @itseugenec
7 Tips to Beautiful PowerPoint by @itseugenec
 
How To Create Presentation Slides That Are Out Of This World by @slidecomet @...
How To Create Presentation Slides That Are Out Of This World by @slidecomet @...How To Create Presentation Slides That Are Out Of This World by @slidecomet @...
How To Create Presentation Slides That Are Out Of This World by @slidecomet @...
 
Notes from Antifragile
Notes from AntifragileNotes from Antifragile
Notes from Antifragile
 
10 Steps great leaders take when things go wrong
10 Steps great leaders take when things go wrong10 Steps great leaders take when things go wrong
10 Steps great leaders take when things go wrong
 
Build Features, Not Apps
Build Features, Not AppsBuild Features, Not Apps
Build Features, Not Apps
 
AIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationAIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & Innovation
 

En vedette

Conducting Effective Meetings
Conducting Effective MeetingsConducting Effective Meetings
Conducting Effective MeetingsUbersoldat
 
The Power of No: 12 Things to Say “No” To Today
The Power of No: 12 Things to Say “No” To TodayThe Power of No: 12 Things to Say “No” To Today
The Power of No: 12 Things to Say “No” To TodayJamesAltucher
 
5 fatal problems with performance reviews
5 fatal problems with performance reviews5 fatal problems with performance reviews
5 fatal problems with performance reviewsGloboforce
 
James Altucher: 40 Alternatives To College
James Altucher: 40 Alternatives To CollegeJames Altucher: 40 Alternatives To College
James Altucher: 40 Alternatives To CollegeJamesAltucher
 
Hacking Flow: Achieving Ultimate Human Potential
Hacking Flow: Achieving Ultimate Human PotentialHacking Flow: Achieving Ultimate Human Potential
Hacking Flow: Achieving Ultimate Human PotentialMaximilian Gotzler
 
Meetings of company
Meetings of companyMeetings of company
Meetings of companyukmaggy
 
What You Should Learn from Larry Page
What You Should Learn from Larry PageWhat You Should Learn from Larry Page
What You Should Learn from Larry PageJamesAltucher
 
Ppt performance appraisal
Ppt performance appraisalPpt performance appraisal
Ppt performance appraisaldivyaactive
 
Meetings PowerPoint PPT Content Modern Sample
Meetings PowerPoint PPT Content Modern SampleMeetings PowerPoint PPT Content Modern Sample
Meetings PowerPoint PPT Content Modern SampleAndrew Schwartz
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisalMadhuri Bind
 
Performance Appraisal ppt [hrm]
Performance Appraisal ppt [hrm]Performance Appraisal ppt [hrm]
Performance Appraisal ppt [hrm]angel01021990
 
What REALLY Differentiates The Best Content Marketers From The Rest
What REALLY Differentiates The Best Content Marketers From The RestWhat REALLY Differentiates The Best Content Marketers From The Rest
What REALLY Differentiates The Best Content Marketers From The RestRoss Simmonds
 
How to Craft Your Company's Storytelling Voice by Ann Handley of MarketingProfs
How to Craft Your Company's Storytelling Voice by Ann Handley of MarketingProfsHow to Craft Your Company's Storytelling Voice by Ann Handley of MarketingProfs
How to Craft Your Company's Storytelling Voice by Ann Handley of MarketingProfsMarketingProfs
 
20 Tweetable Quotes to Inspire Marketing & Design Creative Genius
20 Tweetable Quotes to Inspire Marketing & Design Creative Genius20 Tweetable Quotes to Inspire Marketing & Design Creative Genius
20 Tweetable Quotes to Inspire Marketing & Design Creative GeniusIMPACT Branding & Design LLC
 
40 Tools in 20 Minutes: Hacking your Marketing Career
40 Tools in 20 Minutes: Hacking your Marketing Career40 Tools in 20 Minutes: Hacking your Marketing Career
40 Tools in 20 Minutes: Hacking your Marketing CareerEric Leist
 

En vedette (20)

Conducting Effective Meetings
Conducting Effective MeetingsConducting Effective Meetings
Conducting Effective Meetings
 
The Power of No: 12 Things to Say “No” To Today
The Power of No: 12 Things to Say “No” To TodayThe Power of No: 12 Things to Say “No” To Today
The Power of No: 12 Things to Say “No” To Today
 
Effective Meetings
Effective MeetingsEffective Meetings
Effective Meetings
 
5 fatal problems with performance reviews
5 fatal problems with performance reviews5 fatal problems with performance reviews
5 fatal problems with performance reviews
 
James Altucher: 40 Alternatives To College
James Altucher: 40 Alternatives To CollegeJames Altucher: 40 Alternatives To College
James Altucher: 40 Alternatives To College
 
Hacking Flow: Achieving Ultimate Human Potential
Hacking Flow: Achieving Ultimate Human PotentialHacking Flow: Achieving Ultimate Human Potential
Hacking Flow: Achieving Ultimate Human Potential
 
Meetings of company
Meetings of companyMeetings of company
Meetings of company
 
What You Should Learn from Larry Page
What You Should Learn from Larry PageWhat You Should Learn from Larry Page
What You Should Learn from Larry Page
 
Performance Appraisal
Performance AppraisalPerformance Appraisal
Performance Appraisal
 
Ppt performance appraisal
Ppt performance appraisalPpt performance appraisal
Ppt performance appraisal
 
Meetings
MeetingsMeetings
Meetings
 
Meetings PowerPoint PPT Content Modern Sample
Meetings PowerPoint PPT Content Modern SampleMeetings PowerPoint PPT Content Modern Sample
Meetings PowerPoint PPT Content Modern Sample
 
MEETINGS POWERPOINT
MEETINGS POWERPOINTMEETINGS POWERPOINT
MEETINGS POWERPOINT
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisal
 
Performance Appraisal ppt [hrm]
Performance Appraisal ppt [hrm]Performance Appraisal ppt [hrm]
Performance Appraisal ppt [hrm]
 
What REALLY Differentiates The Best Content Marketers From The Rest
What REALLY Differentiates The Best Content Marketers From The RestWhat REALLY Differentiates The Best Content Marketers From The Rest
What REALLY Differentiates The Best Content Marketers From The Rest
 
How to Craft Your Company's Storytelling Voice by Ann Handley of MarketingProfs
How to Craft Your Company's Storytelling Voice by Ann Handley of MarketingProfsHow to Craft Your Company's Storytelling Voice by Ann Handley of MarketingProfs
How to Craft Your Company's Storytelling Voice by Ann Handley of MarketingProfs
 
20 Tweetable Quotes to Inspire Marketing & Design Creative Genius
20 Tweetable Quotes to Inspire Marketing & Design Creative Genius20 Tweetable Quotes to Inspire Marketing & Design Creative Genius
20 Tweetable Quotes to Inspire Marketing & Design Creative Genius
 
40 Tools in 20 Minutes: Hacking your Marketing Career
40 Tools in 20 Minutes: Hacking your Marketing Career40 Tools in 20 Minutes: Hacking your Marketing Career
40 Tools in 20 Minutes: Hacking your Marketing Career
 
2015 Travel Trends
2015 Travel Trends 2015 Travel Trends
2015 Travel Trends
 

Similaire à The Secrets To Creating A Killer Skunkworks

For your assignment this week, in 2-3 pages think of a work-relate.docx
For your assignment this week, in 2-3 pages think of a work-relate.docxFor your assignment this week, in 2-3 pages think of a work-relate.docx
For your assignment this week, in 2-3 pages think of a work-relate.docxalisoncarleen
 
Nimble: A Proposal for Startup Speed & Agility in Fortune 100s
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sNimble: A Proposal for Startup Speed & Agility in Fortune 100s
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sAmanda Gordon
 
Tom Peters at Transforming Work, Life, & Organizations conference
Tom Peters at Transforming Work, Life, & Organizations conferenceTom Peters at Transforming Work, Life, & Organizations conference
Tom Peters at Transforming Work, Life, & Organizations conferencebizgurus
 
LSA18: Walking the Innovation Tightrope (Moz)
LSA18: Walking the Innovation Tightrope (Moz)LSA18: Walking the Innovation Tightrope (Moz)
LSA18: Walking the Innovation Tightrope (Moz)Localogy
 
Drucker chapter 1
Drucker chapter 1Drucker chapter 1
Drucker chapter 1detjen
 
Innovation Excellence Weekly - Issue 5
Innovation Excellence Weekly - Issue 5Innovation Excellence Weekly - Issue 5
Innovation Excellence Weekly - Issue 5Innovation Excellence
 
Positive Transformation for Organizations
Positive Transformation for OrganizationsPositive Transformation for Organizations
Positive Transformation for OrganizationsEva Maria Schielein
 
Teaching Social & Sustainable Entrepreneurship
Teaching Social & Sustainable EntrepreneurshipTeaching Social & Sustainable Entrepreneurship
Teaching Social & Sustainable EntrepreneurshipNorris Krueger
 
Designing Convergence/Divergence
Designing Convergence/DivergenceDesigning Convergence/Divergence
Designing Convergence/Divergencefrog
 
CSA_Speaker_Bulletin_October_2015
CSA_Speaker_Bulletin_October_2015CSA_Speaker_Bulletin_October_2015
CSA_Speaker_Bulletin_October_2015Dagmar O'Toole
 
Lederskolen 9.12.2011: Strategi med andre øyne
Lederskolen 9.12.2011: Strategi med andre øyneLederskolen 9.12.2011: Strategi med andre øyne
Lederskolen 9.12.2011: Strategi med andre øyneEngage // Innovate
 
Ryan Allis-03 business-all that i've learned-allis
Ryan Allis-03 business-all that i've learned-allisRyan Allis-03 business-all that i've learned-allis
Ryan Allis-03 business-all that i've learned-allisRafael Wong
 
EIA2017Portugal - Alar Kolk - How to survive EIA
EIA2017Portugal - Alar Kolk - How to survive EIAEIA2017Portugal - Alar Kolk - How to survive EIA
EIA2017Portugal - Alar Kolk - How to survive EIAEuropean Innovation Academy
 
Leadership Excellence February 2013 Issue
Leadership Excellence February 2013 IssueLeadership Excellence February 2013 Issue
Leadership Excellence February 2013 IssueDon Sandel
 
small i to BIG I Innovation
small i to BIG I Innovationsmall i to BIG I Innovation
small i to BIG I InnovationDan Keldsen
 
Drucker chapter 5
Drucker chapter 5Drucker chapter 5
Drucker chapter 5detjen
 
DRU 502 Innovation and Entrepreneurship Lesson 3Intrapreneurs
DRU 502 Innovation and Entrepreneurship Lesson 3IntrapreneursDRU 502 Innovation and Entrepreneurship Lesson 3Intrapreneurs
DRU 502 Innovation and Entrepreneurship Lesson 3IntrapreneursAlyciaGold776
 
Dual Cycle Model of Innovation and Strategic Foresight
Dual Cycle Model of Innovation and Strategic ForesightDual Cycle Model of Innovation and Strategic Foresight
Dual Cycle Model of Innovation and Strategic ForesightGeofabrics Australasia Pty Ltd
 

Similaire à The Secrets To Creating A Killer Skunkworks (20)

For your assignment this week, in 2-3 pages think of a work-relate.docx
For your assignment this week, in 2-3 pages think of a work-relate.docxFor your assignment this week, in 2-3 pages think of a work-relate.docx
For your assignment this week, in 2-3 pages think of a work-relate.docx
 
Nimble: A Proposal for Startup Speed & Agility in Fortune 100s
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sNimble: A Proposal for Startup Speed & Agility in Fortune 100s
Nimble: A Proposal for Startup Speed & Agility in Fortune 100s
 
Tom Peters at Transforming Work, Life, & Organizations conference
Tom Peters at Transforming Work, Life, & Organizations conferenceTom Peters at Transforming Work, Life, & Organizations conference
Tom Peters at Transforming Work, Life, & Organizations conference
 
LSA18: Walking the Innovation Tightrope (Moz)
LSA18: Walking the Innovation Tightrope (Moz)LSA18: Walking the Innovation Tightrope (Moz)
LSA18: Walking the Innovation Tightrope (Moz)
 
EIA2018Italy - Alar Kolk - 10x Ambition @ EIA
EIA2018Italy - Alar Kolk - 10x Ambition @ EIAEIA2018Italy - Alar Kolk - 10x Ambition @ EIA
EIA2018Italy - Alar Kolk - 10x Ambition @ EIA
 
Drucker chapter 1
Drucker chapter 1Drucker chapter 1
Drucker chapter 1
 
Innovation Excellence Weekly - Issue 5
Innovation Excellence Weekly - Issue 5Innovation Excellence Weekly - Issue 5
Innovation Excellence Weekly - Issue 5
 
Team building
Team buildingTeam building
Team building
 
Positive Transformation for Organizations
Positive Transformation for OrganizationsPositive Transformation for Organizations
Positive Transformation for Organizations
 
Teaching Social & Sustainable Entrepreneurship
Teaching Social & Sustainable EntrepreneurshipTeaching Social & Sustainable Entrepreneurship
Teaching Social & Sustainable Entrepreneurship
 
Designing Convergence/Divergence
Designing Convergence/DivergenceDesigning Convergence/Divergence
Designing Convergence/Divergence
 
CSA_Speaker_Bulletin_October_2015
CSA_Speaker_Bulletin_October_2015CSA_Speaker_Bulletin_October_2015
CSA_Speaker_Bulletin_October_2015
 
Lederskolen 9.12.2011: Strategi med andre øyne
Lederskolen 9.12.2011: Strategi med andre øyneLederskolen 9.12.2011: Strategi med andre øyne
Lederskolen 9.12.2011: Strategi med andre øyne
 
Ryan Allis-03 business-all that i've learned-allis
Ryan Allis-03 business-all that i've learned-allisRyan Allis-03 business-all that i've learned-allis
Ryan Allis-03 business-all that i've learned-allis
 
EIA2017Portugal - Alar Kolk - How to survive EIA
EIA2017Portugal - Alar Kolk - How to survive EIAEIA2017Portugal - Alar Kolk - How to survive EIA
EIA2017Portugal - Alar Kolk - How to survive EIA
 
Leadership Excellence February 2013 Issue
Leadership Excellence February 2013 IssueLeadership Excellence February 2013 Issue
Leadership Excellence February 2013 Issue
 
small i to BIG I Innovation
small i to BIG I Innovationsmall i to BIG I Innovation
small i to BIG I Innovation
 
Drucker chapter 5
Drucker chapter 5Drucker chapter 5
Drucker chapter 5
 
DRU 502 Innovation and Entrepreneurship Lesson 3Intrapreneurs
DRU 502 Innovation and Entrepreneurship Lesson 3IntrapreneursDRU 502 Innovation and Entrepreneurship Lesson 3Intrapreneurs
DRU 502 Innovation and Entrepreneurship Lesson 3Intrapreneurs
 
Dual Cycle Model of Innovation and Strategic Foresight
Dual Cycle Model of Innovation and Strategic ForesightDual Cycle Model of Innovation and Strategic Foresight
Dual Cycle Model of Innovation and Strategic Foresight
 

Dernier

A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Human Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and AppraisalHuman Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and Appraisalgomezdominic3
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------ThanzirNazer
 
Company Profile and SWOT Analysis Product List.pdf
Company Profile and SWOT Analysis Product List.pdfCompany Profile and SWOT Analysis Product List.pdf
Company Profile and SWOT Analysis Product List.pdfRobertPhillips265023
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Transform Your Kitchen Essential Tips for Renovations in Launceston
Transform Your Kitchen Essential Tips for Renovations in LauncestonTransform Your Kitchen Essential Tips for Renovations in Launceston
Transform Your Kitchen Essential Tips for Renovations in Launcestondjhbuildersau
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 

Dernier (20)

A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Human Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and AppraisalHuman Resource Management Chapter 9: Performance Management and Appraisal
Human Resource Management Chapter 9: Performance Management and Appraisal
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------Al Taj Al Malaki Company Profile -------
Al Taj Al Malaki Company Profile -------
 
Company Profile and SWOT Analysis Product List.pdf
Company Profile and SWOT Analysis Product List.pdfCompany Profile and SWOT Analysis Product List.pdf
Company Profile and SWOT Analysis Product List.pdf
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Transform Your Kitchen Essential Tips for Renovations in Launceston
Transform Your Kitchen Essential Tips for Renovations in LauncestonTransform Your Kitchen Essential Tips for Renovations in Launceston
Transform Your Kitchen Essential Tips for Renovations in Launceston
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 

The Secrets To Creating A Killer Skunkworks

  • 1. THE SECRETS TO CREATING A KILLER SKUNKWORKS
  • 2. uring World War II, the
 aerospace giant Lockheed created a remote incubator to 
 tackle the war’s most critical 
 tasks. German jet fighters 
 had just appeared over Europe, 
 and America needed a counterpunch. The mission was unbelievable critical, 
 THE DEADLINE IMPOSSIBLY TIGHT. D
  • 3. THE NEW REMOTE OFFICE was intentionally located in a circus tent next 
 to an exceptionally stinky plastics factory 
 (to keep nosy people away). The strong smells that wafted into the tent 
 made the Lockheed R&D workers think of 
 the foul-smelling “Skunk Works” factory in 
 Al Capp’s legendary comic strip Li’l Abner.
  • 4. The small team inside the stinky 
 tent designed and built America's 
 first jet fighter in just 143 days, 
 and created a philosophy for 
 rapid innovation which 
 companies copy to this day. WHENEVER A COMPANY WANTED TO GO BOLD, SKUNK WAS OFTEN THE WAY INNOVATION GOT DONE.
  • 5. TODAY, “GOING SKUNK” is often used to describe an especially enriched environment that is intended 
 to help a small group of individuals 
 design a new idea by escaping routine 
 organizational procedures.
  • 6. “IT IS BETTER 
 TO BE A PIRATE THAN JOIN 
 THE NAVY. — STEVE JOBS ”
  • 7. WHEN IT COMES TO FOSTERING BOLDINNOVATION...
  • 8. Why is it better to be a pirate? Why does the skunk methodology consistently foster such great results? And most important, what does this have to do with today’s entrepreneur and a desire to tackle the BOLD? TURNS OUT, PLENTY.
  • 9. S K U N K S E C R E T # 1 BIG 
 GOALS
  • 10. They are created to tackle the Herculean, purposefully 
 built around what psychologists call “HIGH, HARD GOALS.” It’s the difficult
 nature of those
 goals that is actually
 the first secret 
 to skunk success. COMPANIES DO NOT GO SKUNK FOR BUSINESS AS USUAL.
  • 11. If you want the largest increase 
 in motivation and productivity, then BIG GOALS lead to the 
 BEST OUTCOMES. BIG GOALS significantly outperform small goals, medium-sized 
 goals, and vague goals.
  • 12. It comes down to ATTENTION 
 and PERSISTENCE — which are 
 two of the most important factors 
 in determining performance. BIG 
 GOALS help focus attention, and they make us more persistent.
  • 13. THE RESULT is... Because the practice focuses attention & increases motivation, BY SETTING BIG GOALS WE’RE ACTUALLY HELPING OURSELVES ACHIEVE THOSE BIG GOALS. we’re much more effective when we work, and we’re much more willing to get up and try again when we fail. 1 2
  • 14. S K U N K S E C R E T # 2 ISOLATION
  • 15. WALL THE
 skunk works 
 off from the rest 
 of the corporate bureaucracy. ISOLATION stimulates risk taking, encouraging ideas weird and wild, and acting 
 as a counterforce to organizational inertia. ISOLATION MAY BE THE MOST IMPORTANT 
 KEY TO SUCCESS IN A SKUNK WORKS.
  • 16. ORGANIZATIONAL INERTIA IS the notion that once any company achieves success, its desire to develop and champion radical new technologies and 
 directions is often tempered 
 by the much stronger 
 desire not to disrupt 
 existing markets 
 and lose their 
 paychecks. COMFORT 
 ZONE A BIGGER, 
 BETTER 
 OPPORTUNITY
  • 17. ORGANIZATIONAL INERTIA IS FEAR OF FAILURE WRIT LARGE. IT IS THE REASON: Kodak didn’t recognize the brilliance of the digital camera IBM initially dismissed 
 the personal computer America 
 Online (AOL) 
 is, well, barely online
  • 18. Just as the 
 successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs 
 need a buffer between 
 themselves and the 
 rest of society.
  • 19. In any organization the bulk of your people will be climbing the hill they’re standing on. That’s what you want them to do. That’s their job. A SKUNK WORKS DOES A 
 TOTALLY DIFFERENT JOB. It’s a group of people looking for a better hill to climb. This is threatening to the rest of the organization. It just makes good sense to separate these two groups.” ‘‘ ASTRO TELLER, DIRECTOR 
 “GOOGLE X” LABORATORIES [X]
  • 20. S K U N K S E C R E T # 3 RAPID ITERATION (FAST FEEDBACK)
  • 21. and this means having a strategy in place to 
 handle risk and learn from mistakes is critical. If you’re looking for a quick & dirty understanding, try the unofficial motto of Silicon Valley: “FAIL EARLY, FAIL 
 OFTEN, FAIL FORWARD.” THE ROAD TO BOLD is paved with failure, X X X X X X
  • 22. BOLD VENTURES — ESPECIALLY THE WORLD-CHANGING TYPE WE’RE ADVOCATING HERE, REQUIRE A KIND OF EXPERIMENTAL APPROACH
  • 23. INSTEAD OF LAUNCHING A FINELY POLISHED GEM, COMPANIES NOW: Release a “minimum viable product,” 
 then get immediate feedback from customers, incorporate that feedback 
 into the next iteration, release a slightly 
 upgraded version, and repeat. Instead of design cycles that last years, 
 the agile process takes weeks and produces results directly in line with consumer expectations. THIS IS RAPID ITERATION.
  • 24. TRYING OUT CRAZY IDEAS means bucking expert opinion and 
 taking big risks. It means not being 
 afraid to fail. Because you will fail. “If you’re not embarrassed by the first version of your product, you’ve launched too late.” — REID HOFFMAN, LINKEDIN FOUNDER
  • 25. S K U N K S E C R E T # 4 INTRINSIC REWARDS
  • 26. FOR MOST OF THE LAST CENTURY, science 
 focused on extrinsic rewards, that is, external motivators, “if-then” conditions of the 
 “do this to get that” variety. WITH EXTRINSIC REWARDS, WE INCENTIVIZE 
 THE BEHAVIOR WE WANT MORE OF AND 
 PUNISH THE BEHAVIOR WE DISLIKE. For example, in business when we want to drive performance, we offer classic extrinsic rewards: 
 bonuses (money) and promotions (money & prestige).
  • 27. UNFORTUNATELY, AN 
 EVER-GROWING PILE OF RESEARCH SHOWS THAT EXTRINSIC REWARDS DO NOT WORK LIKE MOST SUPPOSE. Once people’s basic needs are no longer a constant cause for concern, extrinsic rewards lose their effectiveness and can CRUSH THE HIGH-LEVEL, CREATIVE, CONCEPTUAL ABILITIES THAT ARE CENTRAL to current and future economic and social progress.
  • 28. —meaning internal, emotional satisfactions— become far more critical. THREE IN PARTICULAR STAND OUT: AUTONOMY the desire to steer our own ship MASTERY the desire to steer it well PURPOSE the need for the journey to mean something INTRINSIC REWARDS
  • 29. Science shows that the 
 SECRET TO HIGH PERFORMANCE isn’t our 
 Biological Drive (survival needs), or our 
 Reward-and-
 Punishment Drive...
  • 30. THESE THREE INTRINSIC REWARDS ARE THE 
 VERY MOTIVATORS THAT MOTIVATE US MOST. ...BUT OUR THIRD DRIVE— our deep-seated desire to direct our 
 own lives, to extend and expand our abilities, and to fill our life with purpose.
  • 31. Since Lockheed’s massive success, everyone from Raytheon and DuPont to Walmart and Nordstrom has gotten in on the skunk game. ! In the early 1980s, Apple cofounder 
 Steve Jobs leased a building behind the 
 Good Earth restaurant in Silicon Valley, stocked it with twenty brilliant designers, 
 and created his own skunk works to 
 build the first Macintosh computer.
  • 32. THE SKUNK APPROACH is one of the most successful in modern history. The same philosophy can be applied to any business 
 or entrepreneur looking TO GO BOLD. TO ACCOMPLISH THE IMPOSSIBLE.
  • 33. BOLDis a visionary roadmap 
 for people who believe they can change the world—
 and offers invaluable advice 
 about bringing together patterns and technologies 
 to help them do it. — PRESIDENT BILL CLINTON Order BOLD Today!