Archive for February, 2013

One of those days off, in the middle of the week; with nothing on the agenda than just hang around, do nothing; just getting inspired by what presents itself that day. One of the presents was a tweet this morning about daydreaming and wandering brains.


The picture of the wondering girl intrigues me. I am back in high school. My mind takes the time-capsule 30 years or more back in time. When I was a DJ of a traveling gig called “The Celebration”. Led Zeppelin’s “Celebration Day” inspired that name.

“I’m gonna join the band,
We are gonna dance and sing in celebration,
We are in the promised land”

I open up iTunes, start the HD video version of Led Zeppelin’s concert “Celebration Day”. Magic happens.

Mmmm… this is really very very good. Enjoy it very much, especially loud with quality headsets on and Mac wide 27 inch screen. Next time, I have to experience this on IMAX in a high quality cinema…

This concert performance makes me think of the magic of great bands, the magic of big teams. What they are going through when they form, when they storm, when they norm, when they perform. When they disband or get disbanded, get together, stay apart; investigating the energies and emotions that glue the human fabric in something magic and powerful that can not be articulated in hierarchies or organograms.

I take some notes of my reflections, and without knowing it on a rant about the making and breaking of bands, of teams. The metaphor is powerful.


Checkout the history of Led Zeppelin on Wikipedia http://en.wikipedia.org/wiki/Led_Zeppelin > and read it as if this was not about a rock band, but about a team in an organization. How much do you recognize?

“As soon as I heard John Bonham play”, recalled Jones, “I knew this was going to be great … We locked together as a team immediately”

Suddenly, destiny brings people together. There is chemistry; sounds and creativity start flowing. We look for a group identity: something that bonds us as a team, as a tribe; a bond, a deep human need.

One account of how the new band’s name was chosen held that Moon and Entwistle had suggested that a super group with Page and Beck would go down like a “lead balloon”, an idiom for disastrous results.The group dropped the ‘a’ in lead at the suggestion of their manager, Peter Grant, so that those unfamiliar with the phrase would not pronounce it “leed”.The word “balloon” was transformed into “zeppelin“, perhaps an exaggeration of the humor, and to Page the name conjured the perfect combination of heavy and light, combustibility and grace.

Heavy, light, combustible and gracefulness. The metaphor of a well-oiled band: playing as united, with deep mutual respect for each other, no egos at play. The look in the eye, the smile of “well done”, “this rocks”, “that was fun”. Also a little bit “dying” in full performance, giving every little bit of you.

Mastery of your instrument, not any more about playing, but expressing yourself at the emotional level, touching others through word, sound, light, and all senses by letting howl your guitar from deep within your belly, but it also can be a weeping or whispering guitar: when my guitar gently weeps (The Beatles 1968, The White Album)

“I wrote “While My Guitar Gently Weeps” at my mother’s house in Warrington. I was thinking about the Chinese I Ching, the Book of Changes… The Eastern concept is that whatever happens is all meant to be, and that there’s no such thing as coincidence – every little item that’s going down has a purpose. “While My Guitar Gently Weeps” was a simple study based on that theory. I decided to write a song based on the first thing I saw upon opening any book – as it would be relative to that moment, at that time. I picked up a book at random, opened it, saw ‘gently weeps’, then laid the book down again and started the song.”

“I look at you all see the love there that’s sleeping
While my guitar gently weeps
I look at the floor and I see it needs sweeping
Still my guitar gently weeps.”

The magic of Duos and Triads and Tribes, where cohesion and conflict emerge from randomness and live peacefully next to each other. Where there is no fear, and it is 100% safe to express your opinion, to make art, unique experiences that make you smile softly in bliss. Like the smile of the young woman in the audience of the Led Zeppelin concert; a smile of joy.

“Joy” as described as “Search Inside Yourself: Increase Productivity, Creativity and Happiness” (Amazon Associates Link) by Chade-Meng Tan from Google, with foreword by Daniel Goleman.

search inside yourself

“Especially the type of joy with a gentle quality that doesn’t overwhelm the senses. For example, taking a nice walk, holding hands with a loved one, enjoying a good meal, carrying a sleeping baby, or sitting with your child while she is reading a good book are great opportunities to practice mindfulness by bringing full moment-to-moment attention to the joyful experience, to the mind, and to the body. I call it Joyful Mindfulness”

Bands and teams go through the cycles of Forming, Storming, Norming and Performing as so well described by Bruce Tuckman, already in 1965.

“These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channeled through means acceptable to the team.”

Most teams never get beyond forming. Some get at storming and norming. Very few reach the stage of performing where the “we” supersedes the “me”.


But bands split. So do teams. Some teams disband when the work is done. Other teams get disbanded. The “best” way to disband teams is to first cut them of resources, of budgets, of purpose. What also works well is to disperse the team members over different business units, to break the bonding through dis-location.

But in today’s on-line world, place and location matter less.

True bonding is a quite another level.


When bands split or teams get disbanded, something strange happens. It feels a little bit like a shrapnel bomb hit by surprise. You loose some of your loved ones. Yes, there are direct casualties, and also collateral damage. It hurts seeing people hurt, bleeding, weeping, crying. The team gets on a roller-coaster of emotions. They are touched in their essence, their flow.

It feels like mourning. You feel alone, dazed and confused (another Led Zeppelin classic)

Every day I work so hard, bringin’ home my hard earned pay
Try to love you baby, but you push me away.
Don’t know where you’re goin’, only know just where you’ve been,
Sweet little baby, I want you again.

Re-Make and Succeed

But then it’s time to get over it and to restart, to reboot. To explore what is our true purpose, where we can make a real difference.

“First they ignore you,

then they laugh at you,

then they fight you,

then you win.”


Mahatma Ghandi

It goes back to the principles of “leadingship”, that I described in my posts “The End of Leadership” and “Leading from the Edge”.

Great teams work on the principle of “interdependency”; interdependency from each other, interdependency from the ecosystem; the holistic/”wholistic” environment they operate in.

Great teams never give in. They have some form of pride, not hubris; every team member is standing-up, like “grounded” in full spirit, head-up, facing, forthcoming. Forte, inspiring others to dream and play like a band, rocking the place like it never had been rocked before.

Was the bond strong enough or is it over, over and out? Can we individually re-boot, re-bond across different departments? If so, we can start multiple fires, multiple tribes and set the house on fire. Not a fire of destruction, but a fire of care, love, energy, expansion of the self and the group and the company and the ecosystem at large.


Quo Vadis, team? Once more the gas throttle full speed, and going were we have never been gone before? For what purpose? With what intention. Why?

To find out, teams have to re-ground. As a team. Even if they don’t exist as such anymore in the organogram.

Like Led Zeppelin, who retreated in Bron-Yr-Aur, the Welsh cottage to which Page and Plant retired in 1970 to write many of the tracks that appeared on the band’s third and fourth albums.

ledzep house

“On 10 December 2007 Led Zeppelin reunited for the one-off Ahmet Ertegun Tribute Concert at The O2 Arena in London, with Jason Bonham again taking his late father’s place on drums.

Wow! The son of the original drummer? Where is my son? Where is our offspring? Who will be the new drummer of the band and make the magic of team cohesion happen again? The drummer can make a big difference as described by Tim Kastelle in “Culture provides the beat for your organization”.

This is about managing interactions and connections. 

“In complex systems, emergent properties arise through networks of interactions.  Building an understanding of your networks is crucial to improving innovation outcomes.  Network weaving is a more effective management tool than organizational restructuring.”

So how can we have both focused and open attention for network weaving? By focused and open attention and presence.

Again from Chade-Meng Tan’s book:

Focused attention is an intense focus on a chosen object. It is stable, strong, and unwavering. It is like sunlight focused with a lens shining intensely on a single point. It is like a solid piece of rock, majestically unmoved by the distraction of the wind. It is a mind like a closely guarded royal palace where only the most honored guests are allowed to enter and all others are courteously but firmly turned away. Open attention is a quality of attention willing to meet any object that arrives at the mind or the senses. It is open, flexible, and inviting. It is like ambient sunlight, lending itself to anything and everything. It is like grass, always swaying gently in the wind. It is like water, willing to take on any shape at any time. It is a mind like an open house with a friendly host, where anybody who walks in is welcomed as an guest

One of the great challenges of new teams is indeed how you welcome new team members and their emotions. Do you unconditionally welcome them and their emotions as guests, without prejudice? With the real intention to make each other succeed?

Somewhere in the middle of the concert, Roger Plant says something about “Creating a dynamic evening”.

For me that “dynamism” translates in playing my song, a real song, with harmonics, with structure, with ebb and flow, with meaning. Not just a list of great speakers that are great soloists on stage, but creating a magic welding of human energies. It is about indivisible and complete immersive experiences, the same way Led Zeppelin preferred the “album” as an indivisible piece of art:

“After changing their name from The New Yardbirds, they signed a favourable deal with Atlantic Records that allowed them considerable artistic freedom. Led Zeppelin disliked releasing their songs as singles; they viewed their albums as indivisible and complete listening experiences.”

This is not about TED, but as Umair Hague so well described in just one tweet: the difference between TED and the something else with the un-named quality that we are after.

“Not a kind of heat death of thought: all gurus, no teachers; all sound bites, no depth; all positivity, no criticism.”

ledzep wholelottalove

 What we need is a “Whole Lotta Love” in everything we do!

You’ve been coolin’, baby, I’ve been droolin’,
All the good times I’ve been misusin’,
Way, way down inside, I’m gonna give you my love,
I’m gonna give you every inch of my love,
Gonna give you my love.

Let’s rock on!

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My post “The End of Leadership” was one of the most read posts on my blog ever. But i owe the spark and the essence for this post to Rune Kvist Olsen, who keeps fine-tuning the concept by sending regular comments to that post. Here is one of these comments

As individual human beings we must learn to practise our free will in taking and making personal choices, and practise responsibility towards our self and each other as trustworthy, dignified, reliable and accountable humans.


The post also triggers comments in Google+ communities like this one by Leland LeCuyer:

Leader-ship puts the emphasis on the person, in particular upon the role that person is playing. Thus the title and the office give an individual certain powers, prerogatives, and duties. Certain other individuals are subordinate to the leader and are expected to execute what the leader commands.

Leading-ship emphasizes the action that is taken. It requires initiative mixed with talent, skill, and commitment. Instead of issuing orders to be carried out, it draws upon the ability of the person who is leading to inspire, teach, and motivate others to join her or him in acting. Most important of all, it doesn’t require an office or a title, just talent, skill and a commitment to act.

The differences are night and day. Carpe diem!

For others to join her or him in acting. That ties in wonderful with my updated “about” where i suggest:

“I love connecting with the experts,

the musicians, and artists of all kinds,

to bring out the very best in them,

to love to work & live with them

to show personal intent and integrity,

so that others want to join our projects too.”

But nothing better than the master himself 😉 Just a couple of days ago, Rune sent me his February update, and asked me to share it with my community and followers. It’s wonderful and deeply enlightening. Highlights are by your humble servant. Enjoy!

+++ Start Rune’s February 2012 update +++

1. Understanding the conceptualization of “Leadingship”

The ultimate core in the vision of “Leadingship” is the principle of self-determination at work. Subsequent that the individual human being is self-deciding within a defined area and field of work based on her or his individual competence. This principle should be the natural and self-evident choice in designing organizations regarding managing and leading working processes. “Leadingship” is a substantial humanistic principle by design and is stating the value of “Leadingship for Everyone”.

The contracting principle to “Leadingship” is that someone is leading and deciding over others and someone is led and decided over by others. The superior authority in subjugating people to subordination is designed by position and rank (contrary to competence). The design principle of “Leadership” authorizing the superior person in charge, is depriving the persons below their innate sense of being personal responsible of one owns contribution and performance of work. The relationship between superior people and subordinate people is legitimating the design of someone above who is worthy trust and responsibility and others below that is unworthy the dignity as equals and peers in the workplace. “Leadership” is definitive an anti-humanistic principle by design and is stating the value of “Leadership for Someone”.

In sum the natural design principle at work is to grant competent people their human right of self-decision. Depriving people their right of self-determination, is to devaluate their competence as authorities within their personal field of expertise. And that choice is both unnatural and anti-human.

2. Understanding the incomprehensibility and unintelligibility of the unknown matter of reality, through our adapted perceptions of beliefs and values.

To become able of understanding and learning anything that comes to us as a matter of something unknown, strange, different and perhaps controversial in challenging our ingrained beliefs and truths, we are dependent of an ability and a will force to think the unthinkable in understanding the unbelievable substance of the unknown matter at hand.

Unless our capacity of transgression beyond our force and power of mind exist, we will surely be stuck with our old beliefs and truths surrounded by ignorance, prejudice and convictions – as protective shields against challenges perceived as threats to our known measures of reality.

The journey of mind from Leadership to Leadingship, is an example of such a provocative, controversial and challenging test for our ability and will to move beyond the unthinkable of the common reality of theory and practice in organizations to day.

3. The pedagogical core of Leadingship

  • As individual human beings we must learn to become independent responsible human entities interacting with each other on mutual and equal ground.
  • As individual human beings we must learn to practice our free will in taking and making personal choices, and practice responsibility towards our self and each other as trustworthy, dignified, reliable and accountable humans.
  • As individual human beings we must learn to convert our learning’s to personal competence by practicing our independence and responsibility through the adaption and application of our learning’s in real life.
  • Being independent and responsible human beings at work. When we have become truly independent and responsible individual human beings at work by taking care of our self and each other, we have gained the personal ability to practice Leadingship in the process of leading our self together with others based on our competence and enabled by mutual trust and personal freedom.

4. Fear based relationship powered by Leadership versus trust based relationship powered by Leadingship

A relationship based on fear (of rejection, exclusion, punishment etc.) and managed by control, command and domination over other people in the organization, is an expression of a deep and intrinsic personal need, urge and desire of being in charge as a superior person ranked above others as subordinates ranked below. By being in charge the person has gained the superiority and the enforcing power over others. The nature of Leadership is to lead others by deciding over them and by subjugating others to be led through obedience and loyalty. The notion of being subjected to others mercy, is in it self a source of the threatening emergency of fear.

A relationship based on trust (of appreciation, recognition, acknowledgement etc) and managed by personal freedom, mutual respect and social responsibility, is an innate expression of a devoted and compassionate engagement between people who are regarding themselves as equal, peers and partners in either working alone or together. The social mutuality is practiced through the respect and appreciation of each person as a worthy, competent and valuable contributor in the integration and coordination of work. The nature of Leadingship is to lead one self together with others in taking personal responsibility for decisions within one owns field of work based on the shared trust in performing independence and responsible actions.

+++ End Rune’s February 2012 update +++

It should make us think deeply what we do with our organizations and the people working in it, for it, or even better from it. The “organization” is not anymore a objective in itself, but rather a tool, a platform for moving the needle of progress in the world. As mentioned before in this blog, I strongly believe that “Organizations are becoming Movements for Greatness”.

The old model has failed and is obsolete.

But we keep on training our young potentials based on the old-style model. Like the overall financial system has failed and is obsolete by only taking value out of the system but never giving back. The old model showcases perseverance in repeating the same greed errors over and over again. The old model fails to see the deeper ecological values beyond transactional relations based on raw power and money. The old model has failed because the power of leaders is based on hierarchical position, title and entitlement.


The old model has failed, and a new generation of leaders is standing up, protesting against the end-less and clueless forms of (re)organizations where people are still considered by “leaders” as pieces on a chessboard that can be moved as resources that are owned in a slavery type of relation, a power by leaders exercised on “subordinates”. These organizations are becoming toxic environments, where people are getting mentally and even physically sick, because they are deprived of genuine sharing and leadingship oxygen.


These new empowered employees are making a big plea for a more humanized workplace and call for actionable movements for greatness and inspiration. For a place where they are no longer seen as cogs in a machine, doing mindless repetitive work, soon to be taken over by machines

Ross Dawson and John Hagel recently elaborated in “Our future depends on the humanization of work“:

However perhaps the most important perspective is that work must be humanized.

As Hagel eloquently described, the problems we face have largely arisen because of the dehumanization of work. As we have built processes and structures that have made people into cogs in machines, it has indeed made them eminently replaceable.

In fact one of the great promises of the increased mechanization of work is that in a way it it forces us to be more human.

We are continually being pushed into the territory that distinguishes us from machines: emotion, relationships, synthesis, abstraction, beauty, art, meaning, and more.

Part of this is in designing jobs that draw on our uniquely human skills, and for all of us to bring our humanity to bear in our work.

Yet the broader frame is an economic structure that has made work inhuman and readily replaced by machines. We need to fundamentally change the nature of organizations and how we work together to create value. The systems must be humanized in order to allow the work to be humanized.

That is our challenge, our task, indeed our imperative if we wish our collective future to be happy and prosperous. Let us work hard to humanize work.

There is a huge role for independent and inter-dependent leadingship grounded employees to virally change the system from deep within, sticking out their neck for this good cause and leading from the edge.

living on the edge

I look forward hearing your comments. Have an inspiring day!

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My colleague Ian from South Africa recently wrote me a private mail in reaction to my “Help, I failed” blog post. Below some edited extracts (Ian was happy to let me share from his mail on my blog), as I wanted to share the full picture where Ian is coming from when suggesting the concept of “The Bridge”.

the bridge

Ian writes:

“Your post got me thinking of Kosta’s famous analogy of the Castle and the Sandbox and I wonder if we are missing a “bridge of common understanding and respect” between our Castle and the Sandbox. You are probably thinking by now what is Ian talking about and has he had too many good bottles of South African Red Wine 🙂 Well let me try explaining it in a slightly different way. I have two young kids, aged 7 & 4. We live in in a nicely sized home but it is very clear that we have very different needs in the form of what TV programs I like to watch versus what they like to watch. I like quiet space to read my books and recharge my batteries, where they like a noisy space to play their Wii and play with their friends. So we have created our own Castle and Sandbox so as to speak. The place in the house, called a playroom, for the kids to do what they need to do and a quiet study type den for me to do what I need to do. There is something additional we have in our home, which I believe is missing within the Castle and Sandbox scenario. We have a place where mutual respect prevails. It is called the dinner table. I guess you could also refer to it as a bridge between our diversified needs. We make a conscious effort to sit together during the week where we enjoy dinner together. The rules are simple. No distractions from ‘daily lives’, such as the TV on during dinner or iPods or iPhones at the table. Everyone has a chance to share something uninterrupted, they learnt or enjoyed during the day. Everyone feels included, safe to speak their mind and most importantly respected. So what I am saying is perhaps what we need is to create a ‘bridge’ between our Castle and Sandbox. I am not talking about a gating-process. We need to create a ‘bridge’ where colleagues from the Castle and the Sandbox can come together and feel mutually respected for their views and feel safe and comfortable to engage with one another. No one should feel threatened for questioning the status quo and everyone should feel proud to be a part of our great and diversified organization that makes our company what it is and what it will be irrespective of whether you are in the Castle or Sandbox. I don’t know concretely what this ‘Bridge’ looks like but it should be place for celebrating successes and failures. What do I mean by celebrating failures? We should celebrate that we were bold enough to take the risk and try something that was rebellious and unique and share confidently what we learnt along the way and to proudly say we will continue to walk the edges of corporate accepted behaviours and continue to Innovate.”

Two weeks later, Ian also had a chat with Kosta on this idea of “The Bridge” during our annual sales convention. And another two weeks later I bumped into Haydn Shaughnessy, who gave a whole new dimension to this meme.

Ian’s idea got me thinking. I was already somewhat unsatisfied by existing innovation models. Innovation has become an empty buzzword. Every company is doing open innovation in one size of form. Everybody is doing start-up competitions, VC-funds, prototypes, boot camps, sandboxes, etc. And Kosta has explained at numerous occasions what the Innotribe sandbox is all about. He even wrote a whole book about it (Amazon Associates Link)!

castle and sandbox

The advantage of the “castle and the sandbox” is that is a simple metaphor.

“The sandbox is an “incubator” – a protected place where people with ideas can “play”, or to try out their ideas, without impacting the castle. The “castle” is the metaphor for the mothership, the core of the company. The incubator is the place where you can try, experiment, fail, try again, fail again, and eventually learn and succeed.”

In our incubator sandbox approach, project teams are even located in a separate building. It was an empty platform in one of the side-wings of the campus, and as innovation team we jokingly said that we were going to highjack that space. Which in the end we more or less did 😉 With minimal budget, some paint and beanbags from IKEA, we transformed the office space in a loft-alike start-up garage, where end-to-end project teams were co-located.

With hindsight, the separate building approach may need some fine-tuning. Maybe it needs “The Bridge” that Ian was talking about. Working separately without much transparency creates tensions, suspicion and jealousy. It would probably be better to physically create the sandbox “within” the castle, like a sort of patio, so that people can look over the shoulder, feel confident that real and cool works is being done there, tempting their curiosity so they are looking to join our projects too. Then there may even not be the need for a bridge.

Another disadvantage of the castle-sandbox metaphor is that it polarizes; it creates the perception that the castle is the serious thing, and the sandbox the playground. Innovation projects are just perceived/positioned to the inside/outside world as “Oh, thàt project? Don’t worry, it’s just some experiment/research by the innovation team”.

And before you know it, the problem is becoming one of credibility. The problem is one of execution and scale.

The challenge is NOT to have ideas, or to prototype those ideas, or to incubate those ideas. The real nut to crack is: how do I get projects out of the Sandbox, back into mainstream, back into the castle? As I have already shared many times on my personal blog, this question is for me becoming an existential question. What am I really doing here, if all these great ideas are only play-worthy, but are never allowed to hit the mainstream, the mainstreet?

This is getting into purpose. Personal purpose, team purpose, and company purpose. Purpose and meaning.

“The Bridge” could be one way to tear down the virtual or perceived walls between the castle and the sandbox, and to re-create that meaning.

serendipity machine

“The Bridge” makes me also think of “The Serendipity Machine – a disruptive business model for Society 3.0”. It is the “3rd Space”, where two worlds meet, not only in mutual respect, but also in a gift-economy lifestyle, where our expertise and knowledge becomes an asset to share between equals.

3rd space

But “The Bridge” is in my opinion just the start of a much broader discussion on how we can re-invent innovation.

Haydn Shaughnessy – Forbes/HBR blogger on RE:THINKING INNOVATION, and author of “The Elastic Enterprise – the New Manifesto for Business Revolution” (Amazon Associates Link) for which I wrote a foreword a year ago – has some ideas about this.

Elastic Enterprise

Haydn happened to be in Brussels and invited me for a coffee, as we never met in person before/after the foreword. I shared this idea of The Bridge, and my search and ambition to re-invent innovation. It happened that Haydn was doing a research on a similar topic in preparation of a new book.

The conversation got my head buzzing, and I felt I was onto something: a menu, a mind map, and/or the ingredients of a re-invention of innovation.

  • Lab explosion: the one castle and one sandbox will be replaced by many mini “labs”, at times subversive and in guerilla mode, deeply embedded in the fabric of our organizations, creating a viral effect of systematic and systemic change.
  • The Bridge, or Bridges, or many 3rd Places where we can blend (see above) and respect each other.
  • Integral Innovation: our organizations will require a much bigger focus on external symbiosis and innovation, where we not only suck value out of the system for our own benefit, but we give back to society as equal contributors/fellows, way beyond many master-slave relationships. Focusing only/primarily on the inside or the core will not do it anymore.
  • Functional Integration: In the same realm, check out this article related to the announcement of FastCompany’s 2103 world most innovative companies. The article is titled Death to Core Competency: Lessons from Nike, Apple and Netflix”“In a world of rapid disruption, the idea of having a core competency–an intrinsic set of skills required to thrive in certain markets–is an outmoded principle”. It is very much related to the end of horizontal or vertical integration, and the advent of “functional integration” as wonderfully explained by R/GA CEO and founder, Bob Greenberg, and Barry Wacksman, EVP, Chief Growth Officer, discussing how to grow and thrive amid the chaos and the future of the industry and beyond, and explaining how they re-invent themselves every 9 years (click part-3 under the video stream to get right to the hart of the matter)
  • People Innovation: we need a different type of person, more vulnerable and more human. With other strengths and skills. People with a creative life&work style: people who can experience and digest self-validation, risk and peer rejection, risk and peer validation, failure and triumph.
  • Peer-to-Peer Innovation. P2P is changing everything. Not only technology-wise but also in the way people interact with each other without intermediaries or hierarchies. It even puts in question the need for any form of central organization to filter and dispatch ideas.
  • Uber-Innovation: what if we would apply the Uber-taxi concept to innovation itself? And arm the participants in the innovation demand-and-supply chain with mobile devices, so that ideas can flow freely from the idea-generator straight into the last mile of the one who materializes the idea in a desirable product or service? Is this sort of “Uber-Innovation” just a wet dream, or is it exactly what P&G is doing with P&G-Connect+Develop ™, a first incarnation of this dream becoming reality?

“The Bridge” has also a special meaning in music. There is a whole Wikipedia page about it. I like the description for a “bridge” in a fugue:

“… a short passage at the end of the first entrance of the answer and the beginning of the second entrance of the subject. Its purpose is to modulate back to the tonic key (subject) from the answer (which is in the dominant key). “

But I am not such a classic guy 😉 I lived my youth in the 60ies, and 70ies and 80ies. I could refer to Simon and Garfunkel’s “Bridge over troubled water”, but I don’t want to go there ;-), especially with the people I invite to dance at the end of this post.

Then I prefer from far “Taking them to the Bridge” and shake the tree and the body with the famous James Brown song “Sexmachine”, here in a 1971 version with Fred Wesley.

James Brown and Fred Wesley are “taking you to the bridge” somewhere around minute 1:15. So while you are having fun and shaking your body, try also to think about the bridge and other ingredients for re-inventing innovation.

I also now just realize I made full circle to my blog post “My Boss asked me to dance!”, sharing that way my 2012 company objectives.

But this time, it’s me who is inviting Kosta and Haydn to join me in this dance, and have a collaborative, shared, and joined post on re-inventing innovation.

Let us take you to the bridge!

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