谷歌创新灵魂人物亲授创新秘诀

    颠覆式创新的特点是：打破常规做法，激发竞争并创造全新的增长模式。

    雷吉纳•杜坎是这方面的世界顶尖专家之一。身为摩托罗拉移动公司（Motorola Mobility）的高级副总裁，她主管先进技术及项目部门，这是一个受“臭鼬工程”（洛克希德•马丁公司先进研究计划项目部——译注）启发成立的部门，主要致力于实现突破性创新。杜坎是去年加入摩托罗拉移动的，现在这家公司隶属于谷歌公司（Google）。此前她是国防高级研究计划署（Defense Advanced Research Projects Agency）的主管，也就是五角大楼的研发部门。在这个部门，重大科学发现和关键应用技术——这恰恰是她所谓的颠覆式创新的精髓——常常交叉互融。它曾经做出过一系列重大创新成果，比如精简指令集运算（RISC）、互联网、小型GPS以及名为“雄峰”的大名鼎鼎的无人机。

    最近，我在安永会计师事务所（Ernst & Young's）近期举办的“战略增长”论坛上见到了杜坎，她在其中一个座谈会上就交互技术发表了演讲。在如今这个瞬息万变的环境中，如何才能有效组织起来成功实现创新？对此她给出了十分高明而务实的建议。因此我请她与众多读者分享这些心得。杜坎认为，实现颠覆式创新的秘诀如下：

    1. 让自己觉得不自在。

    列出贵公司那些规模最大、野心也最大的项目。问问自己，其中有多少项目因为它们可能改变你们现有的基本商业模式而让你深感不安。如果某个项目拥有颠覆性的潜力，它就应该让你觉得不自在。

    2. 打造小型灵活的团队。

    尽管为了支持循序渐进的研发项目可以组建一个大型团队，但它并不适用于颠覆式创新。真正需要的是一个规模较小、高度灵活的组织。如果这个组织的成员不到200人，那就不需要很多流程，只要走出自己的办公室，稍微提高嗓门就能跟几乎所有人都有所交流（我是意大利人）。

    3. 经常为团队补充新鲜血液。

    问问自己，你的创新团队中有多少人已经待了超过五年了。如果人数不少，那你就麻烦了。然后再问问自己，团队中有多少人是从其他公司来的。如果这种人基本没有，那就更麻烦了。除了自己人的新点子，你还需要外来者富有创意的想法。较短的任职期能让人产生必要的紧迫感。

    4. 决策者不能超过两人。

    如果战略和执行的决策者不止两个人，那人就太多了。要实现颠覆式创新，就不能一唱一和。首席执行官或团队领导应该有强势的最后拍板权。

    5. 制造紧张感。

    一个颠覆式创新团队的部分使命就是制造紧张感。所以一旦发生这种情况不必大惊小怪。颠覆式创新会挑战流程、挑战人力资源部门，也会挑战你对知识产权的看法——而你关于研发人选的想法也会受到质疑。不过只有这样，实现有效的颠覆式创新所必需的速度和灵活性才会应运而生。（财富中文网）

    译者：清远  

    Disruptive innovation is the kind that unhinges old ways of operating, juices competition and creates new growth.

    One of the world's leading experts on the subject is Regina Dugan, Motorola Mobility's SVP in charge of Advanced Technology and Projects, a skunkworks-inspired unit devoted to delivering breakthrough innovations. Dugan joined Motorola Mobility, part of Google (GOOG), last year after heading the Defense Advanced Research Projects Agency (DARPA), the Pentagon's R&D unit where scientific inflection points and critical applications--the essence of disruptive innovation, she says--have often intersected. DARPA's legacy of radical innovation includes RISC computing, the Internet, miniaturized GPS, and those unmanned aerial vehicles popularly known as drones.

    I saw Dugan speak on a panel about Interactive Technology at Ernst & Young's recent Strategic Growth Forum. Her advice about organizing for innovation success in an environment swirling with change was smart and practical. So I asked her to share it here. Dugan's Rx for disruptive innovation:

    1. Get uncomfortable.

    Make a list of the biggest and boldest projects in your company. Ask yourself how many make you deeply uncomfortable because they could change your fundamental business model. If a project has disruptive potential, it should make you uncomfortable.

    2. Create a small, agile team.

    While you can organize a large company to support evolutionary R&D, that doesn't work with disruptive innovation. You need a small and agile organization. If you have fewer than 200 people, you don't need a lot of process and you can talk to almost anyone by stepping out of your office and talking a little loud. (I'm Italian.)

    3. Refresh the team constantly.

    Ask yourself how many people on your innovation team have been there more than five years. If the answer is "a lot," you're in trouble. Then ask yourself how many people on your team are from outside the organization. If the answer is "almost none," more trouble. You need fresh thinking from people on the outside as well as the inside. Short tenures create necessary urgency.

    4. Restrict decision-making to no more than two people.

    If you have more than two people making decisions about strategy and execution, it's too many. Disruptive innovation is not about consensus. The CEO or the team leader should have strong and ultimate authority.

    5. Create tension.

    A disruptive innovation group exists, in part, to create tension. So don't be surprised when that happens. Disruptive innovation will challenge processes, challenge HR, and challenge your perspective on IP—while it upsets your ideas about who gets to be involved in the development process. The result: the speed and flexibility you need for effective disruptive innovation.