Essay --

Executive summaryWith the arrival of WEB 2.0, business communications atomic number 18 no longer one way, rather, they create interaction between messenger and receiver. An organizations website allows visitors to share and participate in the discussion. Organizations are progressively abstaining from releasing all communications at once rather, they are releasing bites of information in order to create a buzz. Social media captures information, organizes it, and presents it in context. Organizations are imbedding accessible media applications on their websites for the purpose of gaining business intelligence. Organizations are shaping their business strategies based on this intelligence. Its important for organizations to understand that as result of social media, a companys image extends far beyond the contents of its website. Through social media, a single message can go viral very quickly. An organization must be quick on acting upon any measure of success. Just as positive i nformation about a company and its products can go viral, so can negative information as well. Organizations have found the need to create professional teams in haste of monitoring all communications surrounding a company. These communicatons take place on a 24/7 basis. Web 2.0 is serving as an data-based platform for professional communicators. Organizations are hiring software developers to design social media applications that are industry specific and allow consumers to interact with the organization. Organizations are gathering data on consumers through social media channels. Organizations are developing their own communications applications.The communications field has evolved substantially in the last decade. The arrival of new technologies has transla... ...ating a broad number of professional opportunities for people entering the field and for those with prior professional experience. For professionals who have learned to use all of the tools brought on by WEB 2.0, its t ranslated into professional advancement. On the other hand, professionals who have chosen not to participate in the technological frenzy are not being promoted and their careers have stalled. For professionals corresponding Anne Canty, the arrival of WEB 2.0 has given her a change to put into action, management philosophies that she longed embraced, and also a chance to learn how to work with social media. Although Canty believes that thither allow for always be professional opportunities for those with good writing and listening skills, video editing and infographics(See bottom of page 5) are two areas where she believes there will be increasing amounts of work.

The African Athena Controversy Essay -- Ancient History

With the absence of certainty, competitive plausibility is a realistic approach to trying to determine the influences that the Egyptians and Phoenicians had on the antiquated Greeks. Since the publication of the Bernals scurrilous genus Athene volumes I and II, a great debate has surfaced. There is no question that the Egyptians and Phoenicians had an influence on the Greek culture, the questions that atomic number 18 being disputed is the exact nature of the relationship and what period of time this relationship existed. After study the three articles presented, I have act to score with Martin Bernal and his Revised Ancient Model of Greek origins.At one time Egypt was accepted as European, but that status began to erode and in the 1790s Egypt was regarded as an African Nation. Prior to the 1820s the most widely accepted theory of the origins of Greece was the Ancient Model. In this model, primitive tribes, Pelasigians, and others inhabited Greece. In certain regions of Greece, the Egyptians and Phoenicians settled, strengthened cities, and polite the natives. The Phoenicians were credited with having introduced the alphabet while the Egyptians taught the Pelasgians about irrigation (Bernal, p. 7). It was during this period, the Northern European scholars began to cast doubt on the colonization of ancient Greece by the Egyptian and Phoenicians and their pagan culture of that time (Bernal, p. 7). Historiographical developments cannot be linked to the availability of any evidence (Bernal, p. 7). Sadly, there were some great discoveries found after the models changed, but they were ignored, like Jean-Francois Champollion findings, he had begun to decipher the hieroglyphics during 1820s, the decipherment of cuneiform, and the first arc... ...ilization and led me to agree with Bernals Revised Ancient Model.ReferencesBerlinerblau, J. (1999). The Aryan Models. Heresy in the University The Black Athena controversy and the reponsibilities of Americ an intellectuals Portfolio reading set. Retrieved from University of Massachusetts at Boston http//www.UMB.eduBernal, M. (2001). Introduction Black Athena writes back Portfolio reading set. Retrieved from University of Massachusetts at Boston http//www.UMB.eduLefkowitz, M. R. (1996). Ancient history, Modern Myths. Black Athena Revisited Portfolio reading set. Retrieved from University of Massachusetts at Boston http//www.UMB.eduThe African Athena Controversy Portfolio reading set. (2012, June). Retrieved from University of Massachusetts at Boston, CEHD, CLA, CPCS, CSM, and CNHS Writing proficiency evaluation (WPE) http//www.UMB.edu The African Athena Controversy Essay -- Ancient History With the absence of certainty, competitive plausibility is a realistic approach to trying to determine the influences that the Egyptians and Phoenicians had on the Ancient Greeks. Since the publication of the Bernals Black Athena volumes I and II, a great debate has surfaced. There is no question that the Egyptians and Phoenicians had an influence on the Greek culture, the questions that are being disputed is the exact nature of the relationship and what period of time this relationship existed. After reading the three articles presented, I have come to agree with Martin Bernal and his Revised Ancient Model of Greek origins.At one time Egypt was accepted as European, but that status began to erode and in the 1790s Egypt was regarded as an African Nation. Prior to the 1820s the most widely accepted theory of the origins of Greece was the Ancient Model. In this model, primitive tribes, Pelasigians, and others inhabited Greece. In certain regions of Greece, the Egyptians and Phoenicians settled, built cities, and civilized the natives. The Phoenicians were credited with having introduced the alphabet while the Egyptians taught the Pelasgians about irrigation (Bernal, p. 7). It was during this period, the Northern European scholars began to cast doubt on the colonization of ancient Greece by the Egyptian and Phoenicians and their cultural development of that time (Bernal, p. 7). Historiographical developments cannot be linked to the availability of any evidence (Bernal, p. 7). Sadly, there were some great discoveries found after the models changed, but they were ignored, like Jean-Francois Champollion findings, he had begun to decipher the hieroglyphics during 1820s, the decipherment of cuneiform, and the first arc... ...ilization and led me to agree with Bernals Revised Ancient Model.ReferencesBerlinerblau, J. (1999). The Aryan Models. Heresy in the University The Black Athena controversy and the reponsibilities of American intellectuals Portfolio reading set. Retrieved from University of Massachusetts at Boston http//www.UMB.eduBernal, M. (2001). Introduction Black Athena writes back Portfolio reading set. Retrieved from University of Massachusetts at Boston http//www.UMB.eduLefkowitz, M. R. (1996). Ancient history, Modern Myths. Black Athena Revisited Portfolio reading set. Retrieved from University of Massachusetts at Boston http//www.UMB.eduThe African Athena Controversy Portfolio reading set. (2012, June). Retrieved from University of Massachusetts at Boston, CEHD, CLA, CPCS, CSM, and CNHS Writing proficiency evaluation (WPE) http//www.UMB.edu

The Fires of Jubilee : Nat Turners Fierce Rebellion Essay -- Nathanie

The Fires of Jubilee Nat Turners Fierce RebellionThe Fires of Jubilee, is a well written recollection of the slave insurrection led by Nathaniel Turner. It portrays the events leash towards the civil war and the shattered myth of contented slaves in the South. The book is divided into four parts This Infernal Spirit of Slavery, Go Sound the Jubilee, popular opinion Day, and Legacy.The story takes place in Southampton County, Virginia where little Nat Turner is introduced. Nat led a normal childhood for the most part, supervised by his beloved grandmother. They were working as slaves on a plantation owned by Benjamin and Elizabeth Turner. The Turners became Methodists due to the emphasis on free will and salvation. The impact of religious institutions on slavery gave whites second opinions on slavery. Methodists, Quakers and anti-slavery Baptist made it their duty to see that their voices were heard. Stephen B. Oats, the author, recalls the unlawful accounts of Nats mother, Nancy, while being forced into slavery. Being just a teenage girl, she was abducted in Norths Nile River ground by slave raiders. She was then marched hundreds of miles to the coast and sold to the Europeans. She endured the middle passage which was the dreaded voyage of being in a crammed small area with many another(prenominal) other chained Africans. The results of this torment included suicide, starvation, and death from white mans disease. It was also noted that Nancy tried to kill her ba...

Motivation in Business Essay -- Motivation and Job Performance

pauperization is best defined as the needs, wants, and beliefs that drive an individual. It is the basis of what heap work for and keeps them doing things they otherwise would never do. People act in a whole new manner when they are motivated by something. Motivation gives them a whole new perception of the task at hand. Motivation is not always positive though, and it does not always just come from one place, for example, your boss. Motivation can be negative by not receiving something, and contrary to popular belief it is not always money that motivates people to do what they do. People hand different needs, wants, and desires and the finding what is most important to those individuals is the key to motivation. People and companies have used countless techniques and approaches to motivate others and employees, but what works for one person does not necessarily work for the other. assorted companies and departments of those companies have very different approaches to motiv ate their workers to being the best they can. For example, I worked for three years at a viands Store called Wegmans when I was younger. I worked as a cashier which was interesting to say the least. Managers were always trying to motivate the cashiers to go that much faster, be that much friendlier, and to be more efficient at every opportunity. They took many different approaches to find what would motivate distributively cashier, which was a difficult task considering how young each cashier was, the large number of us their were, and how different each employee was from the other. Motivation is taking on a whole new world then it erst did, it is not only taking on people to do small personal tasks like quitting smoking, but instead people are starting to re... ...(Oct 2005) more than motivation. T+D, 59 (10), 22-23.C.P. (Mar 2007) More than a game. Entrepeneur, 92.Cichelli, D. (Jul/Aug 2006) Incentives that really motivate. Sales and marketing management, 158 (6), 25.De varo J., & Brookshire D. (April 2007) Promotions and inducements in nonprofit and for- profit organizations. Industrial and Labor Relations Review, 60 (3), 311-339 Dimon, A. (Jul/Aug 2005) Different strokes for different folks. Meetings and Incentive. Travel, 34 (4) 18-22.Douglas, A. (Jun 2003) Motivational boot camp. Flare, 25 (6), 112.Halbesleben, J. (2003) Emotional exhaustion and job performance the medical role of motivation. Journal of Applied Psychology, 92 (1), 93-106.Anonymous. (Nov 2003) Could the incentive wars be shirting into a lower gear? Barron?s, 83 (47) 10Anonymous (Dec 2006) Benefits Envy. Financial Director, 16.

The Sacred Divine :: essays research papers

The Sacred DivineI believe the Divine sacred is something more powerful than anything on earth.Not necessarily in a physical sense but more in a spiritual. I feel that theyouth of today, more than any other time in the worlds tarradiddle, necessarily to knowsomething about what their parents and ancestors sustain found in religion. As welook at todays youth we see a decline in good Christian values or in a bettersense the falling away from the good life Jesus has taught us. I remember whenwas a slender boy my contract always made me attend every funeral that happened tofamily or friends, even if I didnt know them. I remember always asking myfather if the deceased went to heaven or hell? My father would always tell meif the deceased was a member of the church, followed the ten commandments, andfollowed the good life taught to us by Jesus, he was enrolled for heaven. Ifthe deceased had never went to church, broke some of the ten commandments, anddid not follow the good life, he w as consigned to hell. Myself as a six-year-old I never wanted to go to hell. I remember what my Sunday school teacherstold of this place where you sleep together in a a fiery pit always in pain. Im sorry,but that just doesnt sound like fun to me. I began from then on being the bestperson I could, I never lost church on Sundays, and to the best of my abilitytried to live the life Jesus has paved for us. This is by far the mostreligious experience, that I have ever experienced in my life. I never foundmyself so part of a religion, that I was so Christian that I was going to livemy life in such a way that I was going to heaven. In my judgment there hasnever been a time in the history of the world when men and women were so eagerto find a religion or religious truth. They seem to be looking for somethingthey should have found in their childhood, like I did. I realized that at anearly age what the good life was and in knowing that I could live my lifeaccordingly. My relative to the univ erse is, for me, an all important affair.I can make no attempt to teach everyone the way that I have realized when I was

The Sacred Divine :: essays research papers

The Sacred DivineI believe the Divine sacred is something more powerful than anything on earth.not necessarily in a physical sense but more in a spiritual. I feel that theyouth of today, more than any other(a) time in the worlds history, needs to knowsomething about what their parents and ancestors amaze found in religion. As welook at todays youth we see a lessen in true(p) Christian values or in a bettersense the falling away from the good life Jesus has taught us. I immortalise whenwas a little boy my father always made me attend every funeral that happened tofamily or friends, even if I didnt know them. I remember always asking myfather if the deceased went to heaven or hell? My father would always tell meif the deceased was a member of the church, followed the ten commandments, andfollowed the good life taught to us by Jesus, he was enrolled for heaven. Ifthe deceased had never went to church, broke some of the ten commandments, anddid not follow the good life, he was cons igned to hell. Myself as a six-year-old I never wanted to go to hell. I remember what my Sunday school teacherstold of this place where you live in a a warm pit always in pain. Im sorry,but that just doesnt sound like fun to me. I began from then on being the bestperson I could, I never missed church on Sundays, and to the best of my abilitytried to live the life Jesus has paved for us. This is by far the virtuallyreligious experience, that I have ever experienced in my life. I never foundmyself so part of a religion, that I was so Christian that I was going to livemy life in such a way that I was going to heaven. In my judgment there hasnever been a time in the history of the world when men and women were so eagerto find a religion or religious truth. They seem to be looking for for somethingthey should have found in their childhood, like I did. I realized that at anearly age what the good life was and in knowing that I could live my lifeaccordingly. My relation to the universe is, for me, an all important affair.I can make no attempt to teach everyone the way that I have realized when I was

Corporate strategy: steakhouse case Essay

Generally the efficiency of the production is neglected but as unaccessible embarks on a differentiation and niche strategy that doesnt affect its competitiveness. All other building blocks of competitive advantages atomic number 18 addressed, its products atomic number 18 of excellent quality, its products as well as the management system and the organisational anatomical structure are innovative and its customer responsiveness is outstanding.Opportunities and ThreatsThe strategic position of Outback is mainly determined through companies that are in the same strategic group determine price and advanced quality dinners. The opportunities and threats are mainly the same for that strategic group, the entry into another group might be desirable and would result in a diversification strategy.Industry StructureAccording to Porters Five Forces Model, the restaurant industry is highly competitive. The rivalry among open companies is genuinely high as Outback operates on the one han d in the highly fragmented restaurant industry and on the other hand has to compete right away with a fewer big range of mountainss. The demand conditions depend to a high degree on the general economic situation, but the US market in general can only accommodate a limited number of restaurants. The exit barriers are really misfortunate. The risk of entry of potential competitors is high as the barriers of entry are really low.The bargaining power of buyers is moderate, all customers account for only a marginal part of the revenues but as the demand is very elastic they tend to switch to the competitors if they are not fully content. The bargaining power of suppliers is moderate to high, the company doesnt depend on one case-by-case supplier, but on high quality. The threat through substitute products is quite high, steaks could be replaced through poultry or completely different repasts.Macro surroundingsThe macroeconomic environment influences the restaurant industry to a high degree as a decline or growth of the economy influences directly the demand for restaurant nourishment. Further, the US market will be saturated with around 550-600 Outback restaurants, this offers the fortune of further growth in the next few years but simultaneously imposes the threat of saturation of the interior(a) market and induces the need for an worldwide option. In the social environment, the greater health consciousness leads to a lower consumption of flusheddened meat.Normally this would be a threat, but as it can be assumed that people just switch to going out to eat red meat this could be an opportunity for even greater extension of the business. Furthermore Outback could include healthier options into its menu and diversify into other segments of the restaurant industry. A good opportunity is the expansion into the international market to overcome US-market saturation. Aproblem could be the lack of international experience.Question 2 Are Outbacks various strategy components sustainable in the domestic market ? Can they be imitated ? Are they transferable to the international markets ? Why ? Why not ?1 Strategy components sustainable in the domestic marketThe basic strategy of Outback, a famous US steakhouse chain, was a success, because the archetype was simpleton provide a high quality service for an affordable price.The average price is between 15 and 20 $, so, we can deduce that the target of the chain is middle and upper middle classes. However, most of restaurants share this idea, particularly for this highly competitive domestic market. Outback found enough distinctive competencies to reach its demonstrable level. Outback has different key strategies, which explain the success of the company. The experience accumulated by the three creators permits to develop an entrepreneurial spirit and to increase the acknowledge on the steackhouse chain market. These abilities contain given to the top managers the capacity to bring i nto being relevant strategies. Positioning of the companyOutback is a steakhouses chain, which decided maiden to respond at the demand of middle and upper classes basic American consumers. So, they have to afford good report price-quality, which depends first of all of the quality of the meal and the services provided by the personal. Meals are simple but correspond completely to the wishes of the American consumers. The quality of Outback is insured because of the fact they are only free-spoken during the night and not twice pro day, which corresponds to the expected target by Outback and the ineluctably of the last one. Organisation structureIn five years, the cyberspace of franchises growth by 400 %. This fact pushed the company to develop a strong logistic net sue and also privilege the relationship with a few suppliers, which became real partners of the company. This gave us the opportunity to gain a high quality product and trustworthiness can be established. For the supp liers, the advantages are valuables because they know that they will stay on their products if they still provide the same level of quality expected. For Outback, it gives the opportunity to obtain low prices and security of the fare. The high number of restaurants asked for a relevant logistic structure in order to provide the best product on time for all franchises.In order to gain economies of scale, Outback allowed a franchise system. This gives the opportunity to reduce costs and to be implemented in various areas without high investment departures. Following the growth of the company, Outback changed the organisational structure to be more good and have more control on the brand image. They are developing better relationship between the headquarter and the partners. These latter have now stock options. This net profit plan gives them motivation and accuracy in their job, because it guarantees a real engagement from the employees. Human resources strategyA real consideratio n of the merciful resource is done by Outback. The corporate estimate that better working conditions and working schedule give more motivation to the employees. They feel comfortable deep down the company and are readier to answer at the injection of the headquarter. Location strategyAfter study of the location and demographics particularities of a county, it rulems that all the restaurant are established in specific distribution area. They set up the restaurant near dynamic neighbourhood and easy to go, which remains middle class population. Communication policyAt the beginning, Outback privileged local target population. Then, they extend their communication network by sponsoring specific events, as sport or charity events. A lot of support as television, billboard and radio are utilize because it is the best way to touch an important number of potential consumers.2- Can they be imitated ?On the domestic market, Outback has many steakhouse chain competitors. Each brand is try ing to find a niche. But some strategies can be easily imitated such as the geographic implementation and the target. The thematic of the restaurant was existing before the creation of Outback and the system of franchise is not scoop out only by the restaurant chains. But Outback is able to put some entries barriers. The experience of the top manager is very helpful and contribute to create a trustworthiness from the employees. The synergy between the suppliers and the franchises gives at Outback more confidence on the future and more competitive.3 Are they transferable to the international markets ? Why ? Why not ?The concept of steakhouse chain, as Outback, seems to be adaptable in foreign countries. The company has two choices. First of all, it can forbear its concept of American steakhouse chain within foreigner culture. Or it can also adapt to the country culture and has the ability to modify its concept and integrate it completely in the country chosen. Outback has the oppo rtunity to internationalise its strategy, but the company has to take care about the way to do it.-The food habits is a first problem because a lot of Muslim countries cannot consume beef. Outback has to do a geographic selection-According to the policy of a country, the American restaurant can or cannot be set up as in Irak or North Korea. The American corporate culture can be a barrier of establishment too. Outback has to think about the suppliers network. Some solutions appear as food exportation or licensing. But these strategies have a mean disadvantage the local population may expect to eat local product-Outback has to change the organisational structure in order to integrate an international division. The structure can add a foreign operations department to their existing structure and contribute to use the same control system.3.- The countries, which Outback should enter, are in hierarchic descending order as follows1.- SOUTH KOREAAdvantages1)Good economic development.2)Poli tically stable.3)Easy to import American style to South Korean.4)Infrastructures improvements.Disadvantages Obstacles for US firms (regulation for labeling, sanitary standards)Modifications needed occupy to be financially sound company, because South Korea is an emergent market with big opportunities of growing and so that big investments will be needed. The firm will have to adapt to the sanitary standards, they will have to cope with occasional problems related with quarantine of some products.2.- UKAdvantages 1) Common language, business practices facilitates US entry 2) No restraint on foreign ownership and movement capital, labor flexibility. Free enterprise and open competition in UK. 3) UK find US goods and services very attractive.4) abolishment of internal trade barriers (UK as a gateway to the rest of EU).5) Very good communication networkDisadvantages As UK is a gateway to the rest of European countries is of vital importance the role-play in UK, depending whether is s uccessful or not the European adventure will be better or worst.Modifications needed Very low rate of modifications are needed to enter in the UK market, as we have said previously US and UK have common language and have very close culture.3.- CANADAAdvantages1)Business practices similar to US and US goods are well received in Canada. 2) Very good economic development.3) Very good communication network and very close to North America, which will reduce communications and transportation costs.Disadvantages The linguistic and cultural problems that are taking place in Canada make a tense situation.Modifications needed As a result of the disadvantages related before it would be infallible to have employees with knowledge of French and/or English.4.- MEXICOAdvantages 1) They have better infrastructures 2) Despite the economics problems there are opportunities for North American firms but they will provide low cost products, because of the low buying power of Mexican people. 3) Duty fre e to exports.4) It is geographically very close to North America, so that transportation as communications are easier.Disadvantages 1) Political reforms, which make of Mexico not a very stable country.2) No good economic development.Modifications needed1)As we have written is necessary to change the prices in order to adapt to the low buying power of the Mexican people.2)Related with the previous point it would be interesting to create a pool in order toavoid the possible devaluations in the national currency.Germany and Japan are more difficult markets to enter into by the company. See appendix for advantages, disadvantages and changes needed.4.- As result of the previous SWOT analysis we can point out that Outback has the opportunity, the intention and the necessity to expand the company into the international market.OPPORTUNITIESIncomes have risen globally, so that there is more money to expend on, when primary needs are fed another kind of needs appear. Outback has to take adva ntage of this and enter into new markets. Related with that the increasing number of women entering the work force which means that if traditionally women have to cook, nowadays they dont have too much time for it, and so that restaurants with good quality food and family oriented are highly valued by working women. In other side demographic concentrations of people in urban areas, which make necessary to have different offers of restaurants. A good opportunity is the willingness of younger generation to try new products, we have as an example the Japanese young people.Although in Japan still remain some conservative customers, new generations are willing to try new kind of products coming for another countries. Also is very important to point out the improved international transportation, this is very important because can reduce the costs of export restaurants assets into another international country, as we have already said. Although there are very similar firms operating(a) at the moment in the market, US food themes are very popular abroad. In order to reduce market saturation Outback has used joint ventures with an Italian chain (Canabbas Italian Grills)INTENTIONWe see the will to expand when for example, in 1994 the firm didnt pay dividends despite the good profit, the reason was to invest the money to be able to expand to international markets.NECESSITYThe saturation of the US fast-food chains make that Outback looks for new countries where it can operate and grow there are very similar firms operating at the moment but US food themes are very popular abroad. Although in order to reduce this market saturation Outback has used joint ventures with an Italian chain (Canabbas Italian Grills)

Ib Bio Experiment on Effect of Substrate Conc on Enzyme Activity

Practical Assessment 2 The effect of subst prefigure tightness on the rate of enzyme activeness of Catalase Aim To investigate the effect of substrate c at oncentration (manipulated by increasing submerging of enthalpy atomic number 1 bleach) on the rate of enzyme activity of catalase, produced by coloured cells, on the decomposition of hydrogen peroxide. Introduction Enzymes be biological catalysts that increase the rates of reactions.In an enzyme-catalyzed reaction, the substrate binds to the active site and forms enzyme-substrate complex with the enzyme through the lock and key method (where the lock represents the enzyme and the key represents the substrate). The enzyme then breaks the bonds in the substrate. The output of the reaction then leaves the enzyme, which remains unchanged after the reaction. Without enzymes, many essential processes, such as digestion, would occur too slowly for life to continue.Catalase is an enzyme produced by our liver cells to break down hydrogen peroxide a common end product of metabolism, but highly toxic to tissues if accumulated in the body into irrigate and oxygen. The equation of the reaction is as follows 2 H2O2 O2 + 2 H2O Catalase Catalase In this look into, we obtain 6% hydrogen peroxide solution from a pharmacy and choice equal concentrations of catalase from liver cells.Filter written report saucers are dipped into the catalase solution before they are submerged in hydrogen peroxide solution. The oxygen produced from the enzyme reaction depart form on the discs and cause the disc to be buoyant enough to float upwards. We can investigate the effects of substrate concentration on the rate of reaction by catalase by using polar concentrations of hydrogen peroxide solution, and measuring the rate of reaction by measuring cadence taken for the disc to float to the surface when sufficient oxygen is produced. HypothesisThe hypothesis for this experiment is that the rate of reaction will increase with t he increase of hydrogen peroxide concentration, if the other factors of enzyme activity (such as temperature, pH and enzyme concentration) are kept constant. However, the rate of reaction will stop increasing with hydrogen peroxide concentration at a point where the enzyme concentration becomes a limiting factor. At high substrate concentrations, most of the active sites available are occupied since they are saturated with substrate molecules at any given time.Hence, a further increase in substrate concentration will not cause the rate of decomposition of hydrogen peroxide to increase. As such, the expected graph from this experiment is as follows Graph 1 Expected graph of rate of reaction against concentration of substance Variables Dependent uncertain Rate of enzyme activity of catalase in terms of time taken for the disk to float to the surface of the hydrogen peroxide solution when sufficient oxygen is produced. * at a time the filter paper disc has r apieceed the bottom of th e test tube, the stopwatch is started.The stopwatch is stopped once the disc has reached the surface of the hydrogen peroxide solution. The recorded measure indicates the amount of time taken for the disk to float to the surface of the hydrogen peroxide solution. Independent variable Concentration of hydrogen peroxide solution. * Add different volumes of water to the different volumes of 6 % hydrogen peroxide solution. Controlled variable(s) 1. Enzyme concentration * We are provided with homogenous liquidness liver solution. Hence, the concentration of catalase is constant throughout the liquid liver solution. . Volume of hydrogen peroxide solution * The volume of hydrogen peroxide solution in each test tube is 5cm3. Controlling the volume of hydrogen peroxide solutions ensures that the same amount of hydrogen peroxide molecules (substrates) is available for reaction in the test tube. 3. Size of test tubes * The test tubes used each time must be of the same size, length and volume. This is to ensure that the distance the filter paper disc has to travel (between the bottom of the test tube to the surface) is the same for each time. 4. Filter paper disc The filter paper discs should be of the same diameter and of the same thickness. This is to ensure that the same amount of oxygen gas is necessitate to lift it to the surface each time thereby enabling us to determine the time taken for it to do so. 5. Temperature * Enzyme activity is affected by temperature. The experiment is carried out in room temperature (25 C), which is assumed to remain constant throughout the duration of the experiment. Apparatus * Digital stop watch, accurate to 0. 01 s * 6 rivulet tubes (Same size and length) * 6 Test tube holders * Wooden stick * 500 cm3 beaker 6 measuring cylinders Materials * 6 % hydrogen peroxide solution provided by instructor * Homogenous liquid liver solution provided by teacher * 30 Filter paper discs provided by teacher * Distilled water Procedure 1. 0. 75 % hydrogen peroxide solution is prepared by measuring 3. 00 cm3 of 6 % hydrogen peroxide using a measuring cylinder and then diluting it with 21. 00 cm3 of distilled water. 1. 50 %, 3. 00 %, 4. 50 % and 6. 00 % hydrogen peroxide solutions are prepared using the same method with corresponding volumes of 6 % hydrogen peroxide and water as shown in the panel below.Concentration of hydrogen peroxide solution/ %( 0. 02) Volume of 6 % hydrogen peroxide/ cm3( 0. 01) Volume of water tote uped/ cm3( 0. 01) 0. 75% 3. 00 21. 00 1. 50% 6. 00 18. 00 3. 00% 12. 00 12. 00 4. 50% 18. 00 6. 00 6. 00% 24. 00 0. 00 Table 1 Dilution dodge for preparing different concentrations of hydrogen peroxide solutions The prepared hydrogen peroxide solutions are poured into test tubes. Each test tube should contain 5 cm3 of the solution. The test tubes with their olutions are placed in the test tube holder, labelled with the concentration of hydrogen peroxide solution that they contain. 2. Obtain homogenous l iver liquid from teacher and add 8 cm3 of liver liquid into each petri dish to be used in the experiment. (5 petri dishes) 3. A filter paper disc is soaked with liver liquid in each petri dish. 4. A filter paper disc is removed from petri dish and pushed to the bottom of a test tube with 0. 75 % hydrogen peroxide solution using a wooden stick. 5. The stopwatch is started immediately when the filter paper disc touches the bottom of the test tube. . The stop watch is stopped once the filter paper disc reaches the surface. The time taken for the filter paper disc to float to the surface is recorded. 7. Steps 3 6 are restate a further 5 quantify, using other new 0. 75 % hydrogen peroxide solutions. 8. The average of the 6 readings for each hydrogen peroxide concentration is calculated and recorded. The rate of reaction is calculated by the following formula Rate of reaction = 1/Average time taken for filter paper disc to reach the surface of the hydrogen peroxide solution from the bo ttom 9.Steps 3-7 are repeated with 1. 50 %, 3. 00 %, 4. 50 % and 6. 00 % hydrogen peroxide solutions 6 times each. Data table Timing for each run conducted/s Concentration of Hydrogen peroxide solution/% 1 2 3 4 5 6 Average timing for each concentration Hydrogen Peroxide solution/s Rate of reaction for each concentration Hydrogen Peroxide solution/s 0. 75% 1. 50% 3. 00% 4. 50% 6. 00%

Paleolithic life

Paleolithic rock art People left their catch records, drawings of their socialisation and experiences on cave w totallys with bright colors, some of which have been preserved up to today. Also, Paleolithic hoi polloi made small statues or carvings surface of stone, of figures such(prenominal) as Venus figures. In addition, although It may seem Like art to modern world, they used stone tools to hunt and gather. 1.Venus figurines In congeals all over the world, from europium to Russia, figurines of women have been found, They were carved out of stone, antlers, and deferent trials, but similar in shape, a figure of a women with exaggerated figures. They suggest ancient societies having or worshipping a women goddess, as well as indicating that there may have been communication across lands. 1. Dermatome In Paleolithic Australia, there were aboriginal passel called the Dermatome. They had complex and essential stories on the world, as well as rituals which included their people got to their current location.Their outlook on spirit was based on historical tear downts that took place all nature was a sense of mirror im while to their past events. Also, they had communication with various other groups/isosceles over a gargantuan area of land, exchanging tools, drugs, cultures, and ornaments. 1. Clevis culture The Clevis people were bands of people scattered all over North America. They were considered one of the first people of America, mostly killing large animals such as bison and mammoth, lively along mostly water. Some artifacts suggest that although they were distributed far apart, they may have had some form of communication between the people. . Managerial extinction It was the extinction of large animals, such as the mammoth, some species of horses, and camels. Many experts theory is that the extinction was caused by change in climate when the Ice Age ended, temperatures rose and humidity fell. Others arrange that the Clevis people might have hun ted the animals down to extinction, which eventually lead to the wipe out of themselves. 1. Stationeries migrations The migrations of the Stationeries speaking people were one of the last migrations to take place In the human history. As It was mostly migrating along the pacific ocean, they used canoes for transportation.The result was migration to the Philippines, Madagascar, Hawaii and etc. Contrast to the other gyrations, since it was waterborne and hunting accumulation would not be available on the Journey, these people were already living In an agricultural environment before they migrated. 1. The original affluent society Because galore(postnominal) of the Paleolithic people were living basic necessities. Different to what we think today, Paleolithic societies seldom had more than freedom and leisure time as they worked less than the hours necessary for farming and maintaining a flock of sheep. . Shamans Paleolithic people had cultures where they had ceremonial spaces, co nnecting them , or separating them from their ordinary life. These ceremonies/ rituals were usually held in deep caves. Although there were no full time spiritual leaders of specialists, there were shamans who were believed to be skilled with dealing the spirit world. 1. Paleolithic settling down Changes begun? Began? To take place mostly as the ice age began to end. Tools became smaller and more precise, people began to collect wild grains which led to supernumerary in food.Also, some tribes/societies settled down and started to store and preserve goods, which led to even more surplus in food. As food abundance occurred, populations rose and villages grew as well. Up until then, most truckers in society had been fair and equal, but the surplus and diversion of Jobs led to inequality. 1 . End of the last Ice Age As Ice Age came to an end and climates warmed, Paleolithic life changed to Neolithic life ( meaning new stone age). Populations grew, villages settled down, and humans beg an to change nature, selecting what they needed.Coincided with the migration of homo sapiens, this eventually led to the Agricultural Revolution. 2. Broad spectrum diet Living as hunter gatherers for thousands of years, people eventually gained knowledge about the nutrition they needed in order to survive healthily. Somewhat similar to modern times, people learned to eat both big and small animals, the various uses of plants, and so on. Although the broad spectrum diet was not particularly developed in the Neolithic era, it became useful for future reference.Furthermore, researchers rummy that this led to the gender roles, as women were more of the gatherers, they had more knowledge about diets and nutrition, which led them to farm in an agriculture society. 1. Fertile Crescent The fertile lunate is modern day southwest Asia (Iraq, Syria, Israel, Palestine, Turkey). The land had abundance in the species of plants and animals, which were mostly easy to domesticate. A period of dr y and cold weather led to hard knocks in farming/gathering plants, which eventually was the turning point to agriculture when people started to domesticate animals.Although the fertile crescent was a packed area at first, later people began to scatter as population increased and soil erosion occurred due to over farming. 1 . examen Testing is a pre- genetically modified ancestor of corn ( with a lot less cob than we know it), it is a form of mountain grass that was grown in the Americas. Testing was like the cereals of the fertile crescent, except it had less nutrients. Therefore, it became more altered by humans to provide all the protein. Theory that gradually, through plants and animals migrations, farming spread out to other areas.Opposing to the other theory where humans were the main cause for the expansion of agriculture, diffusion suggested that it was more of an indirect act. 1 . Bantu migration The Bantu speaking people migrated east and south within Africa. Along with themselves, they migrated with the act of agriculture, their cattle, ironwork, and culture such as languages. Because they were one of the primary Neolithic people, with their migration came diseases to those who had never been in intact with domesticated animals, driving out natives, and killing them. A similar migration would be the Australians. . Peoples of Australia Not everyone was keen on the change in lifestyles, Australia went back to hunting- gathering after world introduced to agriculture. Some reasons for that might have been the fact that the area was simply not suitable for agriculture, or that the land was naturally plentiful agriculture would actually be less beneficial. 1 . Banjo In China, there was an agricultural organization settlement called Banjo. They grew rice, pigs, and dogs. Also, they lived in houses, had storage for surplus food, kept an area for either social or military activity.They revealed to modern researchers the use of pots and textiles the remai ns shows that they produced dishes, pots, cloth and textiles. 1 . Secondary products revolution As people became familiar with domestication, they found more uses for 1 . agricultural societies In regions where farming was less beneficial than herding or domesticating animals, societies relied on pasturing/herding/or nomads to sustain their lives. Areas such as the arctic tundra, grasslands and deserts were lands where people were more pendent on the animals, which differed by the region.Although not all of the pastoral societies were against the agricultural people, there are references, like the bible, which indicate conflict between the two. 1 . Catafalque Catalytically is an wee civilization in southern Turkey. People lived in dirt houses, which were stacked on top of the dead. There were no roads in this village, instead people tended to walk on roofs, and entered the houses through them. Unlike most Neolithic villages where some form of discrimination or social statuses e xisted, Catafalque barely had any, and had less gender roles than others.Although women were more related to agriculture and men to hunting. 1 . Stateless societies Stateless societies were cultures or societies that were familiar with formal organizations, however, they chose not to select politics. However, they were in contact with neighboring societies, including their phantasmal practices amongst the ruling. Inherited, however, they could rarely dictate over the village. Instead, they trusted their followers villagers. They also held a religious status, leading important rituals and ceremonies. Organizing the village, the chief maintained his status.

Building Construction for the Fire Service

In the aspect of social association safety and welfare, incidence of provoke disaster is and so viewed to be very critical and damaging for the people. Primarily, this disaster posts danger to the people as it present injuries and even death to afflicted individuals and also, fire disaster posts certain remedy to valuable life properties and social twisting.Indeed, fire disasters are dangerous and very disadvantageous thus, the people must exert efforts and resource to prevent this problem from occurring and cause problems for the people. There are actually many new ways and technological advancement that have created to address the need of the society towards safety and security against the fire disaster. One of which is the development of the water sprinkler administration in the social construction such as houses, buildings and other private and public construction.The clay of water sprinkler is indeed an efficient and effective innovation for public safety as countless fi re disasters have already been prevented by this creation. Consider primarily the beneficial that this system offers to the society. First, the water sprinkler system is automatic through its sensors thus, fire incidences can be premature prevented before it even destroy valuable property or cut back danger to the people.Second, modern innovations have developed this system to be more efficient thus, the aspect of water problem can be minimized. Indeed, the water sprinkler system installation is an effective means to prevent the dangers of fire disaster thus, the mandatory state of this installation need must be establish in each local community. As some people may argue, water sprinkler system also has its flaws and adverse issue yet, these people must consider first the head What if there is no water sprinkler system? Indeed, this scenario would be much more problematic and adverse for the people as even the simplest fire originating form excellent sparks or friction can create a major fire disaster destroying valuable and even priceless infrastructures and property. What is more important that each community must consider when evaluating the need for the said system is the value and importance of peoples lives and their safety. Thus, the installation of the water sprinkler systems is an important addition to the basic construction elements for each private and public buildings and dom

Commission in the European Union

As a staff member of the Directorate-General of the European outfit I have been appointed to describe to you the composition and the powers of the Commission in the European Union. In the following paragraph I will describe the body of the Commission divided in three pillars First you have the College of the Commissioners, then the Directorate-General (DGs) and at long last the cabinets.In the Third paragraph I will briefly describe the powers of the Commission and in the last paragraph I will conclude with an flavour on the question, as to how far I consider the European Commission to have a vocation to gain the interests of the community as a satisfying. The Commission consists of twenty-seven Commissioners, one for each Member State including the President of the Commission and the High Representative of the Union for Foreign Affairs and Security.The Commissioners are amenable for the take a crap of the commission stated in Art. 17 of the TEU, and are therefore not allowed to have any other duties during their period of office that could bring about any conflict of interest. If a Commissioner fails to do so, the Court of Justice may retire the member concerned on application of the Commission or the Council playacting on a simple majority.The exception to this rule is, the High Representative of the Union for Foreign Affairs and Security Policy who is a member of the Commission responsible for the conduct of the EU Common Foreign and Security Policy and its security and defense policy but also takes part in the work of the EC, presides oer the Foreign affairs Council and carries out mandates of the Council.The High representative is appointed by QMV with agreement of the President of the Commission, and may be dismissed the same way. The professorship of the Commission is proposed to the European Parliament by the European Council acting by a qualified majority, and is elected in the European Parliament.The president is the most regnant Commission er and has several important roles he/she adopts the list of the persons whom it proposes to appoint as members of the Commission, lays the guidelines in which the Commission is to work, decides the internal organization of the commission making sure it works as a body, appoints the Vice-Presidents from among the members of the Commission (other than the High Representative), he earth-closet resign Commissioners since they are individually responsible to him. Finally the President has an important role as representative.He represents the Commission at meetings involving the heads of Government and must account to other institutions when there is questioning of the general conduct of the institution or a particular recognize raises broader questions. In the current Commission, there are forty Directorates-General (DGs) divided into four groups policies, external relations, general services and internal services. The majority of the Commission employees work for the DGs. DGs in the Commission are compared to Ministers in a national government.Even though DGs work for Commissioners their responsibilities are to the Commission. The work inside the DG focuses on the development of programmes, government activity of Community funding and bringing different public and private actors together. You can see the Cabinet as being mingled with the College of Commissioners, representing the political part of the Commission, and the DGs representing the administrative part of the Commission. A Cabinet is composed of seven to eight officials and is appointed by the President.Each Cabinet is the office of a Commissioner and is a line between Commissioners and DGs allowing cooperation between them and helping Commissioner with formulating priorities and policies. They keep Commissioners informed of other happenings in the Commission and help prepare weekly meetings for the College of Commissioners in combination with other Cabinets The powers of the Commission can be broadl y explained and interpreted, but the main points can be narrowed down to four specific points legislative powers, agenda and budget planning, executive powers and supervisory powers.Legislative power as to making sure that the rules in Treaties are being complied with and determining how EU nationals may stay in other States afterwards they have worked there. The Commission is also responsible the budget planning for each year and the making of the agenda. The Commission has executive powers responsible for collecting the revenue for the EU, organise the spending of the EU and administering the EU aid to third countries. The Commission has supervisory powers to monitor the compliance of the Member States to the rules of the Union.Does the Commission have a vocation to further the interest of the Community as a whole? I believe it does, by looking at its responsibilities in the Union itself proves this. And if you look at the logical argument made by the Court of Justice where it says that Commissioners are required to ensure that the general interest of the European Union precedes at all times over national and personal interest. In which I understand that a Commissions work should be emphasized on the whole Community (EU) instead of adept one State Member.

Deontology Definition Essay

Whilst Deontology has its attractions it fails to provide a reliable foundation for moral termination do Examine and evaluate this claim (30)Deontology is based upon the actions of a person, non the consequences. The word deontology is derived from the Greek word deontos. It was developed by Immanuel Kant and it is an absolutist a priori surmise, the invent a priori factor it is knowable through experience and absolutist means there are fixed rules that back toothnot be changed. This means Kant believed the obligation of the moral integrity was unchangeable and through experience, if every star followed these rules the world would be a better place.Immanuel Kant wrote Critique of Pure close in this book he devised his deontological theory of duty. He believed it is the duty of one to follow the moral law and not judge situations with sense of smellings, inclination, love and compassion.Kant also believed that all humans seek for summum bonum which is the tell when all hum an equity and happiness are united. To help pile on their way to moral decision Immanuel Kant devised the categorical imperative, this is in contrast to the hypothetical imperative. The hypothetical imperative usually starts sentence with an if e.g. if you wish to complete a sizeable essay you must spend time on it, where as a categorical imperative tells you that you should do something, e.g. you should brush your teeth in the morning. This then was devised into three different rules on how to live your life The Universal Law, Treat Humans as Ends in Themselves and minute as if you live in a Kingdom of Ends.Kants second principle in the categorical imperative,So act that you treat humanity, both in your own person and in the person of every other human being, never merely as a means, but always at the uniform time as an endThis shows that it could be an attractive theory as it has straightforward intentions in mind.Like many theories, Deontology has its strengths and weakne sses. One of its main strengths is that it is an absolutist theory. This means it is either intrinsically good or bad, e.g. do not return murder.This is a major strength as it makes an easy theory people to follow. This uncontaminatingthorn attract people towards the theory as it shows guidelines to follow which some people may rely on to make their moral decision making. Another reason why it may attract people is because the rules are fixed so they do not have to question the rules whether they are right or incorrect them just have to obey them keeping them in a comfortable position. This makes the theory practical in everyday use and people coffin nail depend upon the theory also there is no need to do any calculations.However there are many conflicting views to this strength. One of them is how people can become dependant on the theory. If they become to dependant upon the theory and it does not help them in a situation on moral decision making they may struggle to think of what to do next. WD Ross devised the notion of prima facie duties, this means first appearance. This is when we follow our duty unless there is an overriding obligation, e.g. telling a white lie to make someone feel good about them self. This goes against the principle of duty as you must not lie but you could argue that you entrust feel morally good about yourself if you make another person feel good. Therefore this does not help is moral decision making as you have conflicting duties.Strength to this theory is that arbiter is always the absolute. This means only intrinsically right actions are accounted for. This can be seen with Kants program line of good will.it is impossible to conceive of anything at all in the world, or even out of it, which can be taken as good without qualification, shut out good will.This shows that only good will is the only good we can achieve from the world.By justice being an absolute it means that you cannot justify wicked actions. This is attra ctive because it shows that by following this theory you will not act unmorally and you will be able to reach that summum bonum as you are fulfilled with good deeds. By not being able to do any intrinsically bad actions this will make people feel it is a reliable theory because if you follow these set rules you will not harm another person.Although it seeks justice, it does not seek the best interest of the majority, this means the minority may feel that justice has been done but on the other hand the majority may feel that justice has not been served. Personally I feel by please the majority I will end up with a better outcome because there will greater happiness, this links in with Utilitarianism and the greatest joyousness over the greatest pain. Another reason why this theory has its flaws is the summum bonum.The summum bonum is the ultimate fulfilment but it can only be achieved by having an immortal disposition as it cannot be achieved in the lifetime. This shows links with religion, even though Kant rejected theological arguments with the existence of God. This strikes a problem because not everyone believes in God so how could you follow the theory if you do not believe in his existence. Finally it is to legalistic because it assumes everyone is a law abiding person, people have different intentions so by assuming everyone has the intention of justice is wrong.To see whether is really does fail these reliabilities we have to compare the strengths with the weaknesses.A weakness to the theory is that there are no limits to what can be universalised. This is because in one persons state of mind something may seem perfectly fine to another persons state of mind, e.g. a chronically depressed person. They may feel suicide is perfectly acceptable. This links in with the first law of the categorical imperativeDo not act on any principle that cannot be universalised.This means moral laws should be taken into account into all situations. Again this is wrong b ecause who is to say one right action is another persons right action, this makes it very unreliable with moral decision making.However if you take into account what the majority feel is wrong or right you could come to a conclusion on universal rules. This can be seen with rules such as do not commit murder as most people do not tolerate that and it is safe to say they do not agree with it.Finally another weakness is that Immanuel Kant starts to argue now is to be done but what ought to be done, this is known as the Naturalistic Fallacy.This is a weakness because it makes people feel as he is in control and he is telling what should and shouldnt be done. This is a weakness because Kant has different agreement on morals to another agreement, again he is assuming the masses will agree with this method making unreliable. By Kant saying what ought to be done he is showing what he feels is intrinsically good and that may vary from another.On the other hand by Kant saying he ought instea d of is, it shows he is laying down ground rules and some people may like this as they will have rules to follow making it a attractive and reliable moral decision making theory.

Innovators Dna

(Continued from front flap) is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University. He is widely publish in strategy and melodic phrase journals and was the quaternth closely cited management scholar from 19962006. is a professor of leadership at INSEAD. He shrink fromsults to organizations around the dry land on watchversion, globalization, and transformation and has published extensively in leading academic and backing journals. is the Robert and Jane Cizik Professor of Business Administration at Harvard Business School and the architect of and the worlds ore or so authority on disruptive mental institution. Businesses worldwide give birth been guided and in uenced by e pi wizarders Dilemma and e trailblazers Solution. Now e Innovators deoxyribonucleic acid limns where it exclusively starts. is book gives you the fundamental pick upstruction blocks for becoming more than(prenominal)(prenominal) ripe and changing the world. ace of the many important books to come out this year, and oneness that leave remain pivotal reading for years to come. Chairman and CEO, salesforce. com author, Behind the Cloud e Innovators deoxyribonucleic acid is the how to manual to innovation, and to the fresh mentation that is the root of innovation.It has dozens of simple tricks that any person and any aggroup puke apply directly to disc all oer the raw ideas that solve the important problems. Buy it now and read it tonight. Tomorrow you will visualize more, create more, inspire more. Chairman of the Executive Committee, compass Inc. e Innovators deoxyribonucleic acid sheds freshly-sprung(prenominal) light on the once-mysterious art of innovation by showing that successful innovators exhibit common behavioural habitshabits that tush boost anyones seminal capacity. author, e 7 Habits of Highly E ective People and e Leader in Me Having worked with Clayton Christensen on innovation for over a decade, I c an see that e Innovators DNA continues to stretch our thinking with insights that challenge convention and enable progress in the important cause of innovation . . . so critical to competitiveness and growth. retired Chairman of the Board and CEO, e Procter & Gamble Company Also by Clayton M. Christensen Bestselling Author of e Innovators Dilemma You can be as progressive and impactful if you can dislodge your behaviors to improve your creative impact. In e Innovators DNA, authors Je Dyer,Hal Gregersen, and bestselling author Clayton M. Christensen ( e Innovators Dilemma, e Innovators Solution) build on what we know about disruptive innovation to show how individuals can develop the skills necessary to move progressively from idea to impact. By discerning behaviors of the worlds best innovatorsfrom leaders at virago and Apple to those at Google, Skype, and everlasting(a) Groupthe authors outline ve uncovering skills that distinguish innovational entrepreneurs and executive d irectors from ordinary managers Associating, Questioning, Observing, Networking, and Experimenting.Once you master these competencies (the authors provide a self assessment for rating your own innovators DNA), the authors explain how you can translate ideas, collaborate with colleagues to implement them, and build innovation skills throughout your organization to sharpen its competitive edge. at innovation advantage can translate into a premium in your companys stock pricean innovation premiumthat is possible still by building the cipher for innovation right into your organizations spate, processes, and guiding philosophies. Practical and provocative, e InnovatorsDNA is an essential resource for individuals and teams who want to streng thus their ripe prowess. (Continued on clog up flap) hundred092 00 i-vi r1 rr. qxp 5/13/11 652 PM rapscallion i THE INNOVATORS DNA 100092 00 i-vi r1 rr. qxp 5/13/11 652 PM Page ii 100092 00 i-vi r1 rr. qxp 5/13/11 652 PM Page iii THE INNOVATOR S DNA MASTERING THE FIVE SKILLS OF DISRUPTIVE INNOVATORS Jeff Dyer Hal Gregersen Clayton M. Christensen H A R VA R D B U S I N E S S R E V I E W P R E S S BOSTON, MASSACHUSETTS 100092 00 i-vi r1 rr. qxp 5/13/11 652 PM Page iv Copyright 2011 Jeff Dyer, Hal Gregersen, and Clayton M.Christensen exclusively rights reserved Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 No part of this publication may be re findd, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to emailprotected harvard. edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. Library of Congress Cataloging-in-Publication DataDyer, Jeff. The innovators DNA mastering the ? ve skills of disruptive innovators/ Jeff Dyer, Hal Gregersen, Clayton M. Christense n. p. cm. ISBN 978-1-4221-3481-8 (hardback) 1. Creative ability in business. 2. Technological innovations. 3. Entrepreneurship. I. Gregersen, Hal B. , 1958 II. Christensen, Clayton M. III. Title. HD53. D94 2011 658. 4063dc22 2011008440 The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Publications and Documents in Libraries and Archives Z39. 48-1992. 100092 00 i-vi r1 rr. qxp /13/11 652 PM Page v Contents Introduction 1 Part One libertine Innovation Starts with You 1 The DNA of Disruptive Innovators 17 2 Discovery skill 1 41 Associating 3 Discovery Skill 2 65 Questioning 4 Discovery Skill 3 89 Observing 5 Discovery Skill 4 113 Networking 6 Discovery Skill 5 133 Experimenting Part Two The DNA of Disruptive Organizations and Teams 7 The DNA of the Worlds Most ground failing Companies 157 100092 00 i-vi r1 rr. qxp 5/13/11 652 PM Page vi vi table of contents 8 Putting the Innovators DNA into Practice 175 People 9 P utting the Innovators DNA into Practice 93 Processes 10 Putting the Innovators DNA into Practice 215 Philosophies Conclusion Act Different, Think Different, Make a Difference 235 Appendix A try on of Innovators Interviewed Appendix B The Innovators DNA Research Methods Appendix C Developing Discovery Skills Notes Index Acknowledgments About the Authors 241 245 249 261 269 283 295 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 1 Introduction I Its the life storyblood of our global economy and a strategic priority for virtually either CEO around the world. In fact, a recent IBM poll of ? teen hundred CEOs identified creativity as the number-one leadership competency of the future. 1 The might of advanced(a) ideas to revolutionize industries and generate wealth is evident from history Apple iPod outplays Sony Walkman, Starbuckss beans and atmosphere drown traditional coffee shops, Skype uses a strategy of complimentary to beat AT and British Telecom, eBay crushes classi? ed ads, and Southwest Airlines ? ies under the radar of American and Delta. In every case, the creative ideas of in advance(p) entrepreneurs produced powerful competitive advantages and redoubted wealth for the pioneering company.Of course, the retrospective $1 million question is, how did they do it? And perhaps the prospective $10 million question is, how could I do it? The Innovators DNA tackles these fundamental questions and more. The genesis of this book centered on the question that we posed years ago to disruptive technologies guru and coauthor Clayton Christensen where do disruptive business models come from? Christensens best-selling books, The Innovators NNOVATION. 1 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 2 2 penetrationDilemma and The Innovators Solution, conveyed important insight into the characteristics of disruptive technologies, business models, and companies. The Innovators DNA emerged from an eight-year collaborative study in which we sought a ri cher sagaciousness of disruptive innovatorswho they be and the modern companies they create. Our projects primary purpose was to uncover the origins of innovativeand often disruptive business ideas. So we interviewed n too soon a hundred inventors of revolutionary harvest-tides and services, as intimately as rearers and CEOs of game-changing companies built on innovative business ideas.These were people much(prenominal) as eBays Pierre Omidyar, Amazons Jeff Bezos, Research In Motions Mike Lazaridis, and Salesforce. coms Marc Benioff. For a full diagnose of innovators we interviewed whom we quote in this book, see appendix A virtually all of the innovators we quote, with the exception of Steve Jobs (Apple), Richard Branson (Virgin), and Ho protect Schultz (Starbucks)who be possessed of written autobiographies or have given numerous interviews about innovation atomic number 18 from our interviews. We in want manner studied CEOs who ignited innovation in existing companies, such as Procter & Gambles A.G. Lafley, eBays Meg Whitman, and Bain & Companys Orit Gadiesh. Some entrepreneurs companies that we studied were successful and well known some were not (for example, Movie Mouth, Cow-Pie Clocks, Terra Nova BioSystems). But all offered a surprising and unique value proposition relative to incumbents. For example, each offered new or different features, pricing, convenience, or customizability comp ard to their competition. Our aim was less(prenominal)(prenominal) to investigate the companies strategies than it was to dig into the thinking of the innovators themselves.We wanted to visualize as much about these people as possible, including the scrap (when and how) they came up with the creative ideas that launched new products or businesses. We readed them to tell us 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 3 3 Introduction about the most valuable and story business idea that they had generated during their business c arers, and to tel l us where those ideas came from. Their stories were provocative and insightful, and surprisingly similar. As we re? ected on the interviews, consistent patterns of action emerged.Innovative entrepreneurs and executives behaved similarly when discovering breakthrough ideas. Five primary husking skillsskills that compose what we call the innovators DNAsurfaced from our conversations. We found that innovators Think Different, to use a well-known Apple slogan. Their minds pass at linking to defineher ideas that arent obviously related to produce original ideas (we call this cognitive skill associational thinking or associating). But to think different, innovators had to act different. All were questioners, frequently asking questions that punctured the status quo.Some observed the world with intensity beyond the ordinary. Others lucreed with the most diverse people on the face of the earth. Still others placed investigateation at the center of their innovative activity. When enga ged in systematically, these actionsquestioning, observing, networking, and experimentingtriggered associational thinking to hawk new businesses, products, services, and/or processes. Most of us think creativity is an enti cuss cognitive skill it all deceases in the brain. A critical insight from our seek is that ones ability to generate innovative ideas is not erely a function of the mind, notwithstanding in like manner a function of behaviors. This is good news for us all because it means that if we intensify our behaviors, we can improve our creative impact. After surfacing these patterns of action for known innovative entrepreneurs and executives, we turned our question lens to the less storied but equally capable innovators around the world. We built a survey base on our interviews that taps into the baring skills of innovative leaders associating, questioning, observing, networking, and experimenting. To date, we have 00092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 4 4 INTRODUCTION collected self-reported and 360-degree data on these discovery skills from over ? ve hundred innovators and over ? ve thousand executives in more than s blushty-five countries (for information about our assessments for individuals and companies, go to our Web site http//www. InnovatorsDNA. com). We found the same pattern for famous as well as less famous leaders. Innovators were simply much more apt(predicate) to question, observe, network, and experiment compared to typical executives.We published the results of our research in strategical Entrepreneurship Journal, the top academic journal focused on entrepreneurs ( occurrences of our study are reported in appendix B). 2 We overly published our ? ndings in an name titled The Innovators DNA, which was the runner-up for the 2009 Harvard Business Review McKinsey Award. We so turned to see what we could learn about the DNA of innovative organizations and teams. We started by aspect at BusinessWeeks annual absoluteing of innovative companies.This ranking, based on votes from executives, identified companies with a reputation for being innovative. A quick hold off at the BusinessWeek lists from 2005 to 2009 shows Apple as number one and Google, number two. OK, intuitively that sounds right. But we felt that the BusinessWeek methodology (executives voting on which companies are innovative) produces a list that is by and large a popularity con strain based on past deed. Indeed, do General Electric, Sony, Toyota, and BMW deserve to be on the list of most innovative companies today? Or are they simply there because they have been successful in the past?To fare these questions, we developed our own list of innovative companies based on original innovation prowess (and expectations of future innovations). How did we do this? We thought the best guidance was to see whether investorsvoting with their walletscould give us insight into which companies they thought most likely to produce fut ure innovations new products, services, or markets. We teamed up with HOLT (a division of Credit Suisse Boston that had take upe a similar analysis for The Innovators 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 5 5 Introduction Who Is Classified as an Innovator?Perhaps one of the most surprising findings from the past thirty years of entrepreneurship research is that entrepreneurs do not differ signi? cantly (on personality traits or psychometric measures) from typical business executives. a We commonly meet this ? nding with skepticism, since most of us intuitively believe that entrepreneurs are somehow different from other executives. Note that our research focused on innovators and, in particular, innovative entrepreneurs rather than entrepreneurs. Heres why. Innovative entrepreneurs start companies that offer unique value to the market.When someone opens a dry cleaner or a mortgage business, or even a set of Volkswagen dealerships or McDonalds franchises, researchers put them all in the same category of entrepreneur as the founders of eBay (Pierre Omidyar) and Amazon (Jeff Bezos). This creates a categorization problem when nerve-wracking to ? nd out whether innovative entrepreneurs differ from typical executives. The fact is that most entrepreneurs launch threatens based on strategies that are not unique and certainly not disruptive. Among entrepreneurs as a whole, only 10 part to 15 part qualify as innovative entrepreneurs of the kind were discussing.Our study includes four types of innovators (1) start-up entrepreneurs (as we differentiated earlier), (2) corporate entrepreneurs (those who launch an innovative proceed from within the corporation), (3) product innovators (those who invent a new product), and (4) process innovators (those who launch a breakthrough process). Our process inventor category includes folks like A. G. La? ey, who initiated a set of innovative processes at Procter & Gamble that stumbleed numerous new product inn ovations. In all cases, the original idea for the new (continued) 00092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 6 6 INTRODUCTION business, product, or process must be the innovators idea. While these different types of innovators have numerous similarities, they also have some differences, as we will show in the chapters that follow. a. This is evident in the conclusions of numerous studies on entrepreneurs, including the following After a great deal of research, it is now often concluded that most of the psychological differences amongst entrepreneurs and managers in large organizations are small or non-existent (L.W. Busenitz and J. B. Barney, Differences Between Entrepreneurs and Managers in Large Organizations, Journal of Business Venturing 12, 1997). There appears to be no discoverable pattern of personality characteristics that distinguish between successful entrepreneurs and non-entrepreneurs (W. Guth, Directors Corner Research in Entrepreneurship, The Entrepreneurshi p Forum, winter 1991). Most of the attempts to distinguish between entrepreneurs and small business owners or managers have discovered no differentiating features (R. H. Brockhaus and P. S.Horwitz, The Psychology of the Entrepreneur in The Art and Science of Entrepreneurship, 1986). Solution) to develop a methodology for ascertain what percentage of a ? rms market value could be attributed to its existing businesses (products, services, markets). If the ? rms market value was higher than the cash ? ows that could be attributed to its existing businesses, past the company would have a growth and innovation premium (for our purposes, well just call it an innovation premium). An innovation premium is the proportion of a companys market value that cannot be accounted for from cash ? ws of its current products or businesses in its current markets. It is the premium the market gives these companies because investors expect them to come up with new products or marketsand they expect the companies to be able to generate high profits from them (see chapter 7 for details on how the premium is calculated). 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 7 7 Introduction It is a premium that every executive, and every company, would like to have. We unveil our list of the most innovative companies bedded by innovation premiumin chapter 7.Not surprisingly, we found that our top twenty-five companies include some on the BusinessWeek listsuch as Apple, Google, Amazon, and Procter & Gamble. These companies averaged at to the lowest degree a 35 percent innovation premium over the past five years. But we also learned that companies such as Salesforce. com (software), Intuitive surgical (health care equipment), Hindustan Lever (household products), Alstom (electrical equipment), and Monsanto (chemicals) have similar premiums. And as we studied these ? rms in greater detail, we learned that they are also very innovative.As we examined both our list and the BusinessWeek list of innovative companies, we saw several patterns. graduation exercise, we noticed that compared to typical companies they were far more likely to be led by an innovative founder or a leader who scored extremely high on the ? ve discovery skills that compose the innovators DNA (their average discovery quotient was in the eighty-eighth percentile, which meant they scored higher than 88 percent of people taking our discovery skills assessment). Innovative companies are almost always led by innovative leaders. Let us say this again Innovative companies are almost always led by innovative leaders.The bottom line if you want innovation, you need creativity skills within the top management team of your company. We saw how innovative founders often imprinted their organizations with their behaviors. For example, Jeff Bezos personally excels at experimenting, so he athletic supportered create institutionalized processes within Amazon to push others to experiment. Similarly, Intuits Sc ott unsex shines at observing, so he pushes observation at Intuit. Perhaps not surprisingly, we discovered that the DNA of innovative organizations mirrored the DNA of innovative individuals.In other words, innovative people 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 8 8 INTRODUCTION systematically engage in questioning, observing, networking, and experimenting behaviors to spark new ideas. Similarly, innovative organizations systematically develop processes that encourage questioning, observing, networking, and experimenting by employees. Our chapters on building the innovators DNA in your organization and team describe how you too can actively encourage and support others innovation efforts.Why the caprices in This Book Should Matter to You Over the last decade, many books on the topic of innovation and creativity have been written. Some books focus on disruptive innovation, such as Clayton Christensens The Innovators Dilemma and The Innovators Solution. Others, such as Ten Rules for Strategic Innovators (Govindarajan and Trimble), Game Changer (A. G. La? ey and Ram Charan), and The Entrepreneurial Mindset (Rita McGrath and Ian mackMillan), examine how organizations, and organizational leaders, encourage and support innovation. Others look more speci? ally at product development and innovation processes within and across firms, such as How Breakthroughs Happen (Andrew Hargadon) and The Sources of Innovation (Eric von Hippel). Other books on innovation look at the roles individuals play in the innovation process within companies, such as The Ten Faces of Innovation and The Art of Innovation (both by Tom Kelley of IDEO), or A Whole New Mind (Daniel Pink). Finally, other books like Creativity in Context (Teresa Amabile) and Creativity (Mihaly Csikszentmihalyi) examine individual creativity and, more speci? cally, theories and research about creativity.Our book differs from the others in that it is focused squarely on individual creativity in the b usiness context and is based on our study of a large sample of business innovators, including some big-name innovators such as Jeff Bezos (Amazon. com), Pierre Omidyar (eBay), Michael Lazaridis 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 9 9 Introduction A Disclaimer . . . Sort of We think it is important to remember three signi? cant points as you read The Innovators DNA. First, pleasing in the discovery skills doesnt ensure ? nancial success. Throughout the book, we tell stories of people who were manifestly successful at nnovating. We focus on the success stories because we are all more naturally drawn to success than failure. However, in our sample of ? ve hundred innovators, only two-thirds launched ventures or products that met our criteria of success. Many were not successful. The innovators developed the right skills questioning, observing, networking, and experimentingthat produced an innovative venture or product, but the result was not always a ? nancial succes s. The point is that the discovery skills we describe are necessary, indeed critical, for generating innovative business ideas, but they dont guarantee success.Second, failure (in a ? nancial comprehend) often results from not being vigilant in engaging all discovery skills. The more ? nancially successful innovators in our sample demonstrated a higher discovery quotient (scored higher on the discovery skills) than less successful ones. If you fail with an innovation, it may be that you didnt ask all the right questions, father all of the necessary observations, talk to a large enough group of diverse people, or run the right experiments. Of course, it is also possible that you did all these things but an even newer technology emerged or some other bright innovator came up ith an even better idea. Or mayhap you just didnt excel at executing on the idea or have the resources to compete with an established ? rm that imitated your invention. Many factors can prevent a new product or business idea from gaining traction in the market. But the better you are at asking the (continued) 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 10 10 INTRODUCTION right questions, engaging in the right observations, eliciting ideas and feedback through networking with the right people, and running experiments, the less likely you are to fail.Third, we spotlight different innovators and innovative companies to illustrate severalise ideas or principles, but not to set them up as perfect examples of how to be innovative. Some innovators we studied were serial innovators, as they had developed quite a number of innovations over time and appeared motivated to continue doing so. Others bene? tted by being in the right place at the right time to make a critical observation, talk to a key person with particularly useful knowledge, or serendipitously learn from an experiment. They made an important discovery once, but they might not necessarily be apable or motivated (perhaps due to financial success) to continue generating innovative ideas. In similar fashion, we have found that innovative companies can quickly lose their innovative prowess, while others can quickly improve it. In chapter 8, we show that Apples innovation prowess (as measured by its innovation premium) dropped dramatically after Jobs left in 1984, but then jumped up dramatically a few years after he returned to lead the company. Procter & Gamble was a solid innovation performer before La? ey took the helm, but increase its innovation premium by 30 percent under his leadership.The point is that people and companies can change and may not always live up to our lofty expectations. (Research In Motion/BlackBerry), Michael Dell (Dell), Marc Benioff (Salesforce. com), Niklas Zennstrom (Skype), Scott Cook (Intuit), Peter Thiel (PayPal), David Neeleman (JetBlue and Azul airlines), and so on. The premise of our book is that we explain how these big names got their big ideas and describe a process 10 0092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 11 11 Introduction that readers can emulate. We describe in detail five skills that anyone can master to improve his or her own ability to be an innovative thinker.Ask yourself Am I good at generating innovative business ideas? Do I know how to ? nd innovative people for my organization? Do I know how to train people to be more creative and innovative? Some executives respond to the last question by encouraging employees to think outside the box. But thinking outside the box is precisely what employees (and executives) are trying to ? gure out. Weve even watched some executives answer the How do I think outside the box? question with another equally generic (and unhelpful) answer, Be creative. If you ? d yourself struggling with actionable answers to these questions, read on to gain a solid grasp of ? ve skills that can make all the difference when facing your next innovation challenge. All leaders have problems and opport social unities sitting in front of them for which they have no solution. It might be a new process. It might be a new product or service. It might be a new business model for an old business. In every case, the skills you build by pose into implement the innovators DNA may literally save your subcontract, your organization, and perhaps your community. Indeed, weve found that if ou want to rise to the highest levels of your organization to a business unit manager, president, or CEO positionyou need strong discovery skills. And if you want to lead a truly innovative organization, you likely will need to excel at those skills. We hope that The Innovators DNA will encourage you to reclaim some of your youthful curiosity. Staying curious keeps us engaged and our organizations alive. 3 remember how competitive your company will be ten years from now without innovators if its people didnt find any new ways to improve its processes, products, or services. Clearly, your company would not survi ve.Innovators constitute the core of any companys, or even countrys, ability to compete. 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 12 12 INTRODUCTION How The Innovators DNA Unfolds Like a pocket-sized map in a alien place, our book serves as a guide to your innovation journey. The runner part (chapters 1 through 6) explains why the innovators DNA matters and how the pieces can assent into a personalized approach to innovation. We put ? esh onto the think different slogan by explaining in detail the habits and techniques that allow innovators to think differently.The chapters in part one give rich detail about how to master the specific skills that are key to generating novel ideasassociating, questioning, observing, networking, and experimenting. The second part (chapters 7 through 10) ampli? es the building blocks of innovation by showing how the discovery skills of innovators described in part one operate in organizations and teams. Chapter 7 introduces our ranking of the worlds most innovative companies based on each companys innovation premium, a market value premium based on investors expectations of future innovations.We also provide a material for seeing how the innovators DNA works in the worlds most innovative teams and organizations. We call this the 3P framework because it contains the discovery-driven building blocks of super innovative organizations or teamspeople, processes, and philosophies. Chapter 8 focuses on building-block number one, people, and describes how innovative organizations achieve maximum impact by actively recruiting, encouraging, and rewarding people who display strong discovery skillsand blending innovators effectively with folks who have strong execution skills.Chapter 9 shows innovative team and company processes that mirror the ? ve discovery skills of disruptive innovators. In other words, innovative companies rely on processes to encourageeven require their people to engage in questioning, observing, netw orking, experimenting, and associating. Chapter 10 focuses on the funda- 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 13 13 Introduction mental philosophies that guide behavior within innovative teams and organizations. These philosophies not only guide disruptive innovators but also get imprinted in the organization, giving people the courage to innovate.Finally, for those interested in building discovery skills in yourself, your team, and even the next generation (young people you know), in appendix C we guide you through a process of taking your innovators DNA to the next level. Were delighted that youre starting or continuing your own innovation journey. We have watched lashings of individuals take the ideas in this book to smell and who describe how they have dramatically improved their innovation skills as a result. They continually confirm that the journey is worth taking.We think youll feel the same way once youve finished reading about and mastering the skills of a disruptive innovator. 100092 00a 001-014 INT r1 go. qxp 5/13/11 953 AM Page 14 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 15 PA R T O N E Disruptive Innovation Starts with You 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 16 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 17 1 The DNA of Disruptive Innovators I want to put a ding in the universe. Steve Jobs, founder and CEO, Apple Inc. D to generate innovative, even disruptive, business ideas? Do I know how to ?nd creative people or how to train people to think outside the box?These questions dais most precedential executives, who know that the ability to innovate is the secret sauce of business success. Unfortunately, most of us know very little about what makes one person more creative than another. Perhaps for this reason, we stand in awe of visionary entrepreneurs such as Apples Steve Jobs, Amazons Jeff Bezos, and eBays Pierre Omidyar, and innovative executives like P A. G. La? ey, Bain & Companys Orit Gadiesh, a nd eBays Meg Whitman. How do these people come up with groundbreaking new ideas? If it were possible to discover the inner O I KNOW HOW 17 100092 01 015-040 r1 go. xp 5/13/11 956 AM Page 18 18 DISRUPTIVE presentation STARTS WITH YOU workings of the masters minds, what could the rest of us learn about how innovation really happens? Ideas for Innovation Consider the case of Jobs, who was of late ranked the worlds number-one best-performing CEO in a study published by Harvard Business Review. 1 You may recall Apples famous Think Different ad campaign, whose slogan says it all. The campaign featured innovators from different ? elds, including Albert Einstein, Picasso, Richard Branson, and John Lennon, but Jobss face might easily have been featured among the others.After all, everyone knows that Jobs is an innovative guy, that he knows how to think different. But the question is, just how does he do it? Indeed, how does any innovator think different? The common answer is that the abili ty to think creatively is contagious. Most of us believe that some people, like Jobs, are simply born with creative genes, while others are not. Innovators are supposedly right brained, meaning that they are genetically enable with creative abilities. The rest of us are left brainedlogical, linear thinkers, with little or no ability to think creatively.If you believe this, were going to tell you that you are largely wrong. At to the lowest degree within the realm of business innovation, virtually everyone has some capacity for creativity and innovative thinking. Even you. So using the example of Jobs, lets explore this ability to think different. How did Jobs come up with some of his innovative ideas in the past? And what does his journey tell us? Innovative Idea 1 Personal Computers Should Be Quiet and Small One of the key innovations in the Apple II, the figurer that launched Apple, came from Jobss decision that it should be quiet. His conviction resulted, in part, from all the time hed spent 00092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 19 19 The DNA of Disruptive Innovators studying Zen and meditating. 2 He found the dissonance of a computer buffer distracting. So Jobs was determined that the Apple II would have no fan, which was a fairly radical notion at the time. nonexistence else had questioned the need for a fan because all computers required a fan to prevent overheating. Getting rid of the fan wouldnt be possible without a different type of power proviso that generated less heat. So Jobs went on the hunt for someone who could design a new power supply. Through his network of contacts, he found RodHolt, a forty-something, chain-smoking socialist from the Atari crowd. 3 Pushed by Jobs, Holt abandoned the ? fty-year-old conventional linear unit technology and created a switching power supply that revolutionized the way power was beared to electronics products. Jobss pursuit of quiet and Holts ability to deliver an innovative power supply that didnt need a fan made the Apple II the quietest and smallest personal computer ever made (a smaller computer was possible because it didnt need extra space for the fan). Had Jobs neer asked, Why does a computer need a fan? and How do we keep a computer cool without a fan? the Apple computer as we know it would not exist. Innovative Idea 2 The Macintosh User Interface, Operating System, and Mouse The seed for the Macintosh, with its revolutionary operating system, was planted when Jobs visited reproduce PARC in 1979. go off, the copier company, created the Palo Alto Research Center (PARC), a research lab charged with designing the office of the future. Jobs wrangled a visit to PARC in vary for offering Xerox an opportunity to invest in Apple. Xerox didnt know how to capitalize on the exciting things going on at PARC, but Jobs did. Jobs carefully observed the PARC computer screen ? led with icons, pull-down menus, and overlapping windowsall controlled 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 20 20 DISRUPTIVE foot STARTS WITH YOU by the click of a mouse. What we saw was incomplete and ? awed, Jobs said,but the germ of the idea was there . . . within ten transactions it was obvious to me that all computers would work like this. 4 He spent the next ? ve years at Apple leading the design team that would produce the Macintosh computer, the ? rst personal computer with a graphical user interface (GUI) and mouse. Oh, and he saw something else during the PARC visit.He got his ? rst taste of objectoriented programming, which became the key to the OSX operating system that Apple acquired from Jobss other start-up, NeXT Computers. What if Jobs had neer visited Xerox PARC to observe what was going on there? Innovative Idea 3 Desktop Publishing on the Mac The Macintosh, with its LaserWriter printer, was the ? rst computer to bring desktop publishing to the masses. Jobs claims that the beautiful typography available on the Macintosh would never have been intro duced if he hadnt dropped in on a calligraphy class at Reed College in Oregon. Says JobsReed College offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully handcalligraphed. Because I had dropped out and didnt have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different earn combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science cant capture, and I found it fascinating. None of this had even a hope of any ractical application in my life. But ten years later, when we were designing the ? rst Macintosh computer, it all came back to me. And we designed it all into the Mac. It 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 21 21 The DNA of Disruptive Innovators was the ? rst computer with bea utiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, its likely that no personal computer would have them. 5 What if Jobs hadnt decided to drop in on the calligraphy classes when he had dropped out of college?So what do we learn from Jobss ability to think different? Well, first we see that his innovative ideas didnt spring fully formed from his head, as if they were a gift from the Idea Fairy. When we examine the origins of these ideas, we typically ? nd that the catalyst was (1) a question that challenged the status quo, (2) an observation of a technology, company, or customer, (3) an experience or experiment where he was trying out something new, or (4) a conversation with someone who alerted him to an important piece of knowledge or opportunity. In fact, by carefully examining Jobss behaviors and, speci? ally, how those behaviors brough t in new diverse knowledge that triggered an innovative idea, we can trace his innovative ideas to their source. What is the moral of this story? We want to convince you that creativity is not just a genetic endowment and not just a cognitive skill. Rather, weve learned that creative ideas spring from behavioral skills that you, too, can acquire to catalyze innovative ideas in yourself and in others. What Makes Innovators Different? So what makes innovators different from the rest of us? Most of us believe this question has been answered. Its a genetic endowment. Some people are ight brained, which allows them to be more intuitive and divergent thinkers. Either you have it or you dont. But does research really support this idea? Our research con? rms 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 22 22 DISRUPTIVE INNOVATION STARTS WITH YOU others work that creativity skills are not simply genetic traits endowed at birth, but that they can be developed. In fact, the most comprehens ive study con? rming this was done by a group of researchers, Merton Reznikoff, George Domino, Carolyn Bridges, and Merton Honeymon, who studied creative abilities in 117 pairs of identical and fraternal twins.Testing twins aged fifteen to twenty-two, they found that only about 30 percent of the performance of identical twins on a battery of ten creativity tests could be attributed to genetics. 6 In contrast, roughly 80 percent to 85 percent of the twins performance on general intelligence (IQ) tests could be attributed to genetics. 7 So general intelligence (at least the way scientists measure it) is basically a genetic endowment, but creativity is not. Nurture trumps nature as far as creativity goes. Six other creativity studies of identical twins con? rm the Reznikoff et al. esult roughly 25 percent to 40 percent of what we do innovatively stems from genetics. 8 That means that roughly two-thirds of our innovation skills still come through learningfrom first understanding the sk ill, then practicing it, and ultimately gaining con? dence in our capacity to create. This is one reason that individuals who grow up in societies that promote community versus individualism and power structure over meritsuch as Japan, China, Korea, and many Arab nationsare less likely to creatively challenge the status quo and turn out innovations (or win Nobel prizes).To be sure, many innovators in our study seemed genetically gifted. But more importantly, they often described how they acquired innovation skills from role models who made it safe as well as exciting to discover new ways of doing things. If innovators can be made and not just born, how then do they come up with great new ideas? Our research on roughly ?ve hundred innovators compared to roughly ? ve thousand executives led us to identify five discovery skills that distinguish innovators from typical executives (for detail on the research 00092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 23 23 The DNA of Disruptive Inno vators methods, see appendix B). First and foremost, innovators count on a cognitive skill that we call associational thinking or simply associating. Associating happens as the brain tries to synthesize and make sense of novel inputs. It helps innovators discover new directions by making connections across seemingly unrelated questions, problems, or ideas. Innovative breakthroughs often happen at the intersection of diverse disciplines and ? elds.Author Frans Johanssen described this phenomenon as the Medici effect, referring to the creative explosion in Florence when the Medici family brought together creators from a wide range of disciplinessculptors, scientist, poets, philosophers, painters, and architects. As these individuals connected, they created new ideas at the intersection of their respective fields, thereby spawning the Renaissance, one of the most innovative eras in history. Put simply, innovative thinkers connect fields, problems, or ideas that others ? nd unrelated.T he other four discovery skills trigger associational thinking by helping innovators increase their stock of building-block ideas from which innovative ideas spring. Speci? cally, innovators engage the following behavioral skills more frequently Questioning. Innovators are consummate questioners who show a passion for inquiry. Their queries frequently challenge the status quo, just as Jobs did when he asked, Why does a computer need a fan? They love to ask, If we tried this, what would happen? Innovators, like Jobs, ask questions to understand how things really are today, why they are hat way, and how they might be changed or disrupted. Collectively, their questions provoke new insights, connections, possibilities, and directions. We found that innovators consistently demonstrate a high Q/A ratio, where questions (Q) not only outnumber answers (A) in a typical conversation, but are valued at least as highly as good answers. 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 24 24 DI SRUPTIVE INNOVATION STARTS WITH YOU Observing. Innovators are also intense observers. They carefully watch the world around themincluding customers, products, services, technologies, and companiesand the bservations help them gain insights into and ideas for new ways of doing things. Jobss observation trip to Xerox PARC provided the germ of insight that was the catalyst for both the Macintoshs innovative operating system and mouse, and Apples current OSX operating system. Networking. Innovators spend a lot of time and energy ?nding and testing ideas through a diverse network of individuals who vary wildly in their backgrounds and perspectives. Rather than simply doing social networking or networking for resources, they actively search for new ideas by talking to people who may offer a radically different view of things.For example, Jobs talked with an Apple Fellow named Alan Kay, who told him to go visit these crazy guys up in San Rafael, California. The crazy guys were Ed Catmull and Alvy Ray, who headed up a small computer graphics operation called Industrial Light & magic trick (the group created special effects for George Lucass movies). Fascinated by their operation, Jobs bought Industrial Light & Magic for $10 million, renamed it Pixar, and eventually took it public for $1 billion. Had he never chatted with Kay, he would never have wound up purchasing Pixar, and the world might never have thrilled to wonderful animated ? ms like Toy Story,WALL-E, and Up. Experimenting. Finally, innovators are constantly trying out new experiences and piloting new ideas. Experimenters unceasingly explore the world intellectually and experientially, holding convictions at talk and testing hypotheses along the way. They visit new places, try new things, seek new information, and experiment to learn new things. Jobs, for example, has tried new experiences all his lifefrom meditation and 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 25 25 The DNA of Disruptive Innovator s living in an ashram in India to dropping in on a calligraphy class at Reed College.All these varied experiences would later trigger ideas for innovations at Apple Computer. Collectively, these discovery skillsthe cognitive skill of associating and the behavioral skills of questioning, observing, networking, and experimentingconstitute what we call the innovators DNA, or the code for generating innovative business ideas. The Courage to Innovate Why do innovators question, observe, network, and experiment more than typical executives? As we examined what motivates them, we discovered two common themes. First, they actively desire to change the status quo.Second, they regularly take smart risks to make that change happen. Consider the consistency of language that innovators use to describe their motives. Jobs wants to put a ding in the universe. Google cofounder Larry Page has said hes out to change the world. These innovators steer entirely clear of a common cognitive trap called the status quo biasthe tendency to prefer an existing state of affairs to preference ones. Most of us simply accept the status quo. We may even like routine and prefer not to rock the boat. We adhere to the saying, if it aint broke, dont fix it, while not really questioning whether it is broke. In contrast, innovators see many things as broke. And they want to ? x them. How do innovators break the status quo? One way is to refuse to be dictated by other peoples schedules. Just glance at an innovative executives typical calendar and you will ? nd a radically different schedule compared to less inventive executives. We found that innovative entrepreneurs (who are also CEOs) spend 50 percent more time on discovery activities (questioning, observing, experimenting, and networking) than CEOs with no innovation track 100092 01 015-040 r1 go. qxp /13/11 956 AM Page 26 26 DISRUPTIVE INNOVATION STARTS WITH YOU record. That translated into spending almost one more day each week on discovery activities. They understand that ful? lling their dreams to change the world means theyve got to spend a signi? cant amount of time trying to discover how to change the world. And having the courage to innovate means that they are actively looking for opportunities to change the world. Embracing a mission for change makes it much easier to take smart risks, make mistakes, and most of all, learn quickly from them.Most innovative entrepreneurs we studied felt that mistakes are nothing to be ashamed of. In fact, they are an expected cost of doing business. If the people running Amazon. com dont make some signi? cant mistakes, Jeff Bezos told us, then we wont be doing a good job for our shareholders because we wont be swinging for the fences. In short, innovators rely on their courage to innovatean active bias against the status quo and an un? inching ordainness to take smart risksto transform ideas into powerful impact. In summary, the DNA of innovatorsor the code for enerating inno vative ideasis expressed in the model shown in ? gure 1-1. The key skill for generating innovative ideas is the cognitive skill of associational thinking. The reason that some people generate more associations than others is partly because their brains are just wired that way. But a more critical reason is that they more frequently engage in the behavioral skills of questioning, observing, networking, and experimenting. These are the catalysts for associational thinking. Of course, the next question is, why do some people engage these four skills more than others?The answer is that they have the courage to innovate. They are willing to embrace a mission for change and take risks to make change happen. The bottom line is that to improve your ability to generate innovative ideas, you need to practice associational thinking and more frequently engage in questioning, observing, 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 27 27 The DNA of Disruptive Innovators FIGURE 1-1 The innovat ors DNA model for generating innovative ideas Courage to innovate Behavioral skills Cognitive skill to synthesize novel inputs QuestioningChallenging the status quo Taking risks Observing Associational thinking Networking Innovative business idea Experimenting networking, and experimenting. That will likely only happen if you can somehow make for the courage to innovate. As innovators actively engage in their discovery skills over a lifetime, they build discovery habits, and they become de? ned by them. They grow increasingly con? dent in their ability to discover whats next, and they believe deeply that generating creative insights is their job. It is not something to delegate to someone else.As A. G. La? ey declared, innovation is the central job of every leaderbusiness unit managers, functional leaders, and the CEO. 9 The Innovators DNA Weve just told you that the ability to be innovative is not based primarily on genetics. At the same time, were using the DNA metaphor to descri be the inner workings of innovators, which suggests that it is. Bear with us for a moment. (And welcome to the world of innovation, where the ability to synthesize two seemingly opposing ideas is the type of associating that produces novel 00092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 28 28 DISRUPTIVE INNOVATION STARTS WITH YOU insights. ) Recent developments in the ? eld of gene therapy show that it is possible to modify and strengthen your physical DNA, for example, to help ward off diseases. 10 Likewise, it is metaphorically possible to strengthen your personal innovators DNA. Let us provide an illustration. Imagine that you have an identical twin, endowed with the same brains and natural talents that you have. Youre both given one week to come up with a creative new business idea.During that week, you come up with ideas alone, just thinking in your room. By contrast, your twin (1) talks with ten people including an engineer, a musician, a stay-at-home dad, and a designerabout the venture (2) visits three innovative start-ups to observe what they do (3) samples five new to the market products and takes them apart (4) shows a prototype hes built to five people, and (5) asks What if I tried this? and What would make this not work? at least ten times each day during these networking, observing, and experimenting activities.Who do you bet will come up with the more innovative (and usable) idea? My guess is that youd bet on your twin, and not because he has better natural (genetic) creative abilities. Of course, the anchor weight of genetics is still there, but it is not the dominant predictor. People can learn to more capably come up with innovative solutions to problems by acting in the way that your twin did. As figure 1-2 shows, innovative entrepreneurs rarely display across-the-board strength in observing, experimenting, and networking, and actually dont need to. All of the high-pro? e innovative entrepreneurs in our study scored above the seventieth p ercentile in associating and questioning. The innovators seemed to hold these two discovery skills more universally. But the innovators we studied didnt need world-class strength in the other behaviors. It certainly helped if they excelled at one of the four skills and were strong in at least two. If you hope to be a better 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 29 29 The DNA of Disruptive Innovators Discovery Skill Strengths Differ for Disruptive Innovators To understand that innovative entrepreneurs develop and use ifferent skills, look at ? gure 1-2. It shows the percentile rank scores on each of the ? ve discovery skills for four well-known founders and innovators Pierre Omidyar (eBay), Michael Dell (Dell), Michael Lazaridis (Research In Motion), and Scott Cook (Intuit). The percentile rank indicates the percentage of over ? ve thousand executives and innovators in our database who scored lower on that particular skill. A particular skill is measured by the frequency a nd intensity with which these individuals engage in activities that compose the skill.FIGURE 1-2 High-pro? le innovators discovery skills pro? le 100 90 Percentile rank 80 70 Mike Lazaridis Pierre Omidyar Scott Cook Michael Dell Noninnovators 60 50 40 30 20 10 or kin g Ne tw en tin g Ex p er im in g bs er v O ni ng io ue st Q As s oc iat in g 0 As you can see, the pattern for each innovative entrepreneur is different. For example, Omidyar is much more likely to acquire his ideas through questioning (ninety-fifty percentile) and (continued) 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 30 30 DISRUPTIVE INNOVATION STARTS WITH YOU bserving (eighty-seventh percentile), Dell through experimenting (ninetieth percentile) and networking (ninety-eighth percentile), Cook through observing (eighty-eighth percentile) and questioning (eighty-third percentile), and Lazaridis through questioning (ninety- half-dozenth percentile) and networking (ninetyeighth percentile). The point is that each o f these innovative entrepreneurs did not score high on all ? ve of the discovery skills. They each combined the discovery skills uniquely to forge new insights. Just as each persons physical DNA is unique, an innovators DNA comprises a unique combination f skills and behaviors. innovator, you will need to ? gure out which of these skills you can improve and which can be distinguishing skills to help you generate innovative ideas. Delivery Skills Why Most Senior Executives Dont Think Different Weve spent the past eight years interviewing scores of senior executivesmostly at large companiesasking them to describe the most novel and valuable strategic insights that they had generated during their careers. Somewhat surprisingly, we found that top executives rarely mentioned an innovative business idea that they had personally generated.They were extremely intelligent and talented individuals who were accomplished at delivering results, but they didnt have much direct, personal experienc e with generating innovative business ideas. In contrast to innovators who seek to fundamentally change existing business models, products, or processes, most senior executives work hard to efficiently deliver the next thing that should be done given the existing business model. That is, they 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 31 31 The DNA of Disruptive Innovators Im Not Steve Jobs . . . Is This Relevant?OK, so youre not Steve Jobs. Or Jeff Bezos. Or any other famous business innovator. But that doesnt mean you cant learn from these innovators. You can get better at innovating, even if most of your innovations are about incremental in nature. Weve seen it happen, and weve seen that it can make a difference. Weve seen a pharmaceutical executive practice a questioning technique (see chapter 3) each day to identify key strategic issues facing his division. After three months, his boss told him that hed become the most effective strategic thinker on his team.Within six m onths, he was promoted to a corporate strategic planning job. I just improved my ability to ask questions, he told us. Weve seen MBA students in our classes use the observing, networking, and experimenting techniques to generate entrepreneurial business ideas. One got the idea for launching a company that uses bacteria to eat pollution from networking with someone he met at a neighborhood barbeque. other observed that the best English speakers in Brazil were people who watched American movies and television. So he launched a company that sells software that helps people learn English by watching movies.Many innovative ideas may seem small, such as a new process for effectively screening job recruits or a better way to build customer loyalty, but they are valuable new ideas nonetheless. And if you come up with enough of them, they will de? nitely help you advance in your career. The point is this you dont have to be Steve Jobs to generate innovative ideas for your business. work in side the box. They shine at converting a vision or goal into the speci? c tasks to achieve the de? ned goal. They organize work and conscientiously execute logical, detailed, data-driven plans of action.In short, most executives excel at execution, including the 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 32 32 DISRUPTIVE INNOVATION STARTS WITH YOU following four delivery skills analyzing, planning, detail-oriented implementing, and disciplined executing. (Well say more about these skills later in the chapter and in chapter 8, but for now we need only note that they are critical for delivering results and translating an innovative idea into reality. ) Many innovators realize that they are de? cient in these critical skills and, consequently, try to team up with others who possess them.For example, eBay founder Omidyar quickly recognized the need for execution skills, so he invited Jeff Skoll, a Stanford MBA, and Meg Whitman, a Harvard MBA, to join him. Jeff Skoll and I had very complementary skills, Omidyar told us. Id say I did more of the creative work developing the product and solving problems around the product, while Jeff was concern in the more analytical and practical side of things. He was the one who would listen to an idea of mine and then say, Ok, lets ? gure out how to get this done. Skoll andWhitman professionalized the eBay Web site, added ? xed-price auctions, drove international expansion, developed new categories such as autos, and integrated important capabilities such as PayPal. Why do most senior executives excel in the delivery skills, but are only above average in discovery skills? It is vital to understand that the skills critical to an organizations success vary systematically throughout the business life cycle. (See ? gure 1-4). For example, in the start-up phase of an innovative venture, the founders are obviously more discovery-driven and entrepreneurial.Discovery skills are crucial early in the business life cycle because th e companys key task is to generate new business ideas worth pursuing. Thus, discovery (exploration) skills are highly valued at this stage and delivery (execution) skills are secondary. However, once innovative entrepreneurs come up with a promising new business idea and then shape that idea into a bona fide business opportunity, the company begins to grow and then must pay attention to building the processes necessary to scale the idea. 100092 01 015-040 r1 go. qxp 5/13/11 956 AM Page 33 33 The DNA of Disruptive Innovators The Discovery and Delivery Skills MatrixHow Innovators Stack Up To test the assertion that innovative executives have a different set of skills than typical executives, we used our innovators DNA assessment to measure the percentile rank of a sample of highpro? le innovative entrepreneurs (founder CEOs of companies on BusinessWeeks list of the top one hundred most innovative companies) on both the ? ve discovery skills (associating, questioning, observing, networ king, experimenting) and the four delivery or execution skills analyzing, planning, detail-oriented implementing, and self-disciplined executing. We averaged their percentile rank scores across the ? e discovery skills to get an overall percentile rank, and then did the same thing across the four delivery skills to get an overall percentile rank. We refer to the overall percentile rank across the ? ve discovery skills as the discovery quotient or DQ. While intellectual quotient (or IQ) tests are designed to measure general intelligence and emotional quotient (or EQ) assessments measure emotional intelligence (ability to identify, assess, and control the emotions of ourselves and others), discovery quotient (DQ) is designed to measure our ability to discover ideas for new ventures, products, and processes.Figure 1-3 shows that the high-pro? le innovative entrepreneurs scored in the eighty-eighth percentile on discovery skills, but only scored in the ? fty-sixth percentile on delivery skills. In short, they were just average at execution. We then conducted the same analysis for a sample of nonfounder CEOs (executives who had never started a new business). We found that most senior executives in large organizations were the mirror image of innovative entrepreneurs they scored around the eightieth percentile on delivery skills, while scoring only above average on (continued) 100092 01 015-040 r1 go. qxp 5/13/11 956 AMPage 34 34 DISRUPTIVE INNOVATION STARTS WITH YOU FIGURE 1-3 Discovery-delivery skills matrix 100 (Percentile score) 75 Discovery skills Founder CEOs at innovati