Lifelong Learning 2018: Tucker Marion on Navigating Innovation

Lifelong Learning 2018: Tucker Marion on Navigating Innovation


But if you look under the hood of General
Electric, the digital transformation going on at the factory floor, is really impressive. If you look at their fostering of internal
venturing of employees with GE garages, their interfacing with the community, with their
First Build Initiatives, that are part of their Appliance Division now, and no longer
a part of GE itself. The development of networks and partnerships
with hospitals and healthcare systems and GE Healthcare. And of course within the specialist mode,
if you walked into a factory in Connecticut where they’re making the GE, let’s say GE
90 Aircraft engines, their use of let’s say, 3D printing and fast production of tooling
jigs, not only reduces cost dramatically, but reduces weight, and now they can store
all these really big jigs and very tight corners, right on the factory floor. Reducing assembly costs dramatically, and
of course using 3D printing at a manufacturing for the parts and the engines themselves. This is permeating throughout the organization. Now of course we looking at the newspaper,
looking at the short-term financial results, but if you look underneath, what they’ve done
in exploring these different modes is extremely interesting, and I think that it will position
themselves for success over the next 10-15 years. But of course, a the end of the day, what
this book does is we talk about how organizations can explore in these new modes. What that means for employees? What it means for organizational design? How you incentivise them? What it means? How do you measure success and key performance
indicators? And what does it mean for things like intellectual
property? Gauging a community? What does that mean? Why would Hyperloop have an open intellectual,
open patents? Why did Tesla do what it did, with all of
it’s intellectual property? And we talk about all these different things. Ultimately getting to the point where as organizations,
you can go forward and explore and try these new modes to hopefully increase this number,
and hopefully get about 10% and still keep it going.

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