Category: The Right-Brained Organization

Another reason is that the types of value creation in the market have changed. The development of productivity driven by technology has generally ensured the production of goods that sustain human life. Today’s global poverty and other social problems are essentially social distribution problems not caused by insufficient production capacity. For example on the one hand children from poor families […]

However those familiar with “systems thinking” know that things must be reversed and the forces that drive development will eventually often become forces that hinder development. As this book has been emphasizing the accelerated development of technology has also led the value assessment system centered on “money” to collapse step by step. This problem not only occurs in the social […]

Now we know that in traditional organizations it is those “left-brain factors” such as firm “strategy” clear “market share” and “profit” goals and rigorous “scoring models” that hinder “disruptive innovation.” Behind these “aloof” management methods are numbers especially financial data. In traditional organizations the reasons behind various tasks in enterprises are usually financial contributions. This is not entirely wrong to […]

Christensen’s contribution to the development of business model theory and enterprise operations is a milestone. But even so Christensen has only solved half the problem. Christensen pointed out that an important manifestation of “disruptive innovation” is low price. But this sentence cannot be reversed – we cannot say that all low-priced products are “disruptive innovation.” Therefore what is “disruptive innovation”? […]

Even without considering management decisions. Imagine if you were the product manager of this company at the time. If you have the opportunity to choose one project between two projects. The “sustaining innovation” product development project can make your year-end performance look good and even bring a lot of performance bonuses. While the “disruptive innovation” project is highly innovative but […]

This diagram shows how “disruptive innovation” products gradually replace “sustaining innovation” products but that’s not all. More importantly there’s an invisible force on this diagram. This force is hiding in the top right corner of the diagram so it’s also called the “Northeast Corner Traction.” It’s this “mysterious” force that pulls innovation. Why do we have to keep innovating why […]

“Sustaining innovation” is actually quite common in business – we often keep improving our original products. These improved products are usually still aimed at the original market or value center mainly providing higher value to customers through technical improvements to existing products. These improvements include appearance functional features user experience or cost etc. Typical “sustaining innovations” include Microsoft releasing a […]

Earlier we mentioned Clayton Christensen’s disruptive innovation. In his famous book “The Innovator’s Dilemma,” he systematically expounded this idea. At the time we praised his ideas for influencing the development of management and a large number of companies. Indeed his work has had a huge impact including Steve Jobs Bill Gates and many other entrepreneurs who highly praised this book. […]

Not only that, in traditional management textbooks we’ve heard countless times things like: “If you can’t quantify it you can’t improve it” or “If you can’t measure it you can’t manage it” or “If there’s no evaluation management won’t happen.” I don’t deny that this makes sense. But for most people numbers aren’t a good way to manage. Instead The […]

Intuition isn’t right or wrong but feeling and responding. This principle is simple but not easy to master. It requires repeated and repeated practice. In fact this is one of the biggest differences between learning “right-brain abilities” and “left-brain abilities.” Most training for “left-brain abilities” is relatively easy – they only need to be repeated dozens of times or even […]