My recent interest in the topic of INNOVATION led me to clicking on related links about the subject. And reading these articles made me think about how I could put the ideas I picked up to good use,for example,here at Chowking.
One idea I got was to have a meeting with RDR and try to convince him that we ought to explore ways of encouraging NEW IDEAS GENERATION. Right now there seems to be no forum for this. New ideas that get translated into product improvement or organizational change seem to come from him. What if he's gone? What will happen to the company then.
Bill Gates is reported to take an idea retreat annually where he just reads thru suggestions of employees that can be put to use at Microsoft. Maybe something along this line might help.
I don't think our R&D is also doing R&D in the strictest sense of doing research into new products. If I were to list what really came from them in terms of new ideas that made it to the market I would say there was really none. Most came from RDR. Maybe R&D ought to be encouraged to do more experimenting & not be limited to their current way of thinking.
In the end,new ideas or innovation will have to come from people but these people who innovate must get heard by the main man otherwise their ideas just get forgotten or are eventually used by somebody else.
I realized too that the innovations do not really have to come from within the organization. The "Open source" mentality and practice of techno-geeks helped in the development of LINUX. This operating system was a product of many minds contributing to the development of a product.
Another insight I got was that INNOVATION that gets bought or used by customers is USUALLY SIMPLE and does not have to be a radically new idea. Take the case of the iPod (which I still don't have) which is simple in design and functionality. It's concept is similar to the Sony Walkman (portable music) but it allows it's users to customize music they want to listen to.
My challenge as a consultant now is how to help transform Chowking into an organization with a culture of learning, innovation and experimentation. Because only if we become nimbler than our competition in building our capacity to compete can we survive and thrive in today's business world.
Wednesday, May 31, 2006
Monday, May 29, 2006
BREAKING THE MOULD:NEW IDEAS FROM JOHN SEELY BROWN
I first heard the name John Seely Brown during the Marketing Conference I attended two weeks ago. The CEO of Ayala Land, Rene Almendras, cited JSB as one of his inspirations for instituting innovation in his organization. For example, at Ayala Land they encouraged people to band together based on common interests (e.g. photography, sports,or even drinking beer.) These "communities" helped break down barriers within the company and made working together easier. Why? Because they could relate with each other in an interpersonal rather than a functional manner. Trust levels were higher.
So I read JSB's works on the internet and I was fascinated by his ideas, not because they were new but because they were common sense...and obvious! And since he headed the PARC (Xerox's renowned Research center) he had experience to back his words up.
Among the ideas he put forth I was sold on developing communities of collaboration to increase the learning curve of organizations.
If I were to use Chowking as an example of the typical organization, the traditional approach is to rely on a Training Department to take care of implementing programs or conducting training to make sure its workforce is knowledgeable. It assumes that this central department is the seat of all learning and can best respond to the needs of the people in the work place.
But the reality is different. The people in our stores don't really learn because of all the training we provide. At best what they probably get is basic information and skill demonstration. All other learning they get by asking other people on the job.
I'm pretty sure that even if we have provided our cooks with manuals and training guides,they probably resorted to asking their fellow cooks for information when they needed to get something done.
So maybe what we ought to do is exploit this natural tendency of people to share information to speed up the learning process. If we could encourage collaboration, sharing of best practices more, then Chowking will probably be ahead of others in its ability to learn.
This just brought to mind a situation we had recently with a product, Yang Chow.
So I read JSB's works on the internet and I was fascinated by his ideas, not because they were new but because they were common sense...and obvious! And since he headed the PARC (Xerox's renowned Research center) he had experience to back his words up.
Among the ideas he put forth I was sold on developing communities of collaboration to increase the learning curve of organizations.
If I were to use Chowking as an example of the typical organization, the traditional approach is to rely on a Training Department to take care of implementing programs or conducting training to make sure its workforce is knowledgeable. It assumes that this central department is the seat of all learning and can best respond to the needs of the people in the work place.
But the reality is different. The people in our stores don't really learn because of all the training we provide. At best what they probably get is basic information and skill demonstration. All other learning they get by asking other people on the job.
I'm pretty sure that even if we have provided our cooks with manuals and training guides,they probably resorted to asking their fellow cooks for information when they needed to get something done.
So maybe what we ought to do is exploit this natural tendency of people to share information to speed up the learning process. If we could encourage collaboration, sharing of best practices more, then Chowking will probably be ahead of others in its ability to learn.
This just brought to mind a situation we had recently with a product, Yang Chow.
During the pilot test the feedback was that the rice tasted bland inspite of the many ingredients. This was because R&D, in the effort to "idiot-proof"the operations, had prescribed a specific amount of rice seasoning similar to that used in our Garlic Fried Rice.
One of our trainers,Choi Palermo, pointed out that this did not seem right because the amount of ingredients in Yang Chow would easily neutralize the taste of the seasoning. But since he was not R&D, he did not get a hearing. The functional unit's expertise had prevailed. If only he had been listened to, then we would not have had the problem in the first place.
JSB's thinking might seem revolutionary but he also is cautious about going overboard. He says that there must be a balance somewhere.
One of our trainers,Choi Palermo, pointed out that this did not seem right because the amount of ingredients in Yang Chow would easily neutralize the taste of the seasoning. But since he was not R&D, he did not get a hearing. The functional unit's expertise had prevailed. If only he had been listened to, then we would not have had the problem in the first place.
JSB's thinking might seem revolutionary but he also is cautious about going overboard. He says that there must be a balance somewhere.
Monday, May 22, 2006
FASCINATING THINGS I LEARNED FROM NATIONAL GEOGRAPHIC
Last Sunday I chanced upon a National Geographic feature about caterpillars, elephants and the emperor penguin from which I learned the following:
1. In the transformation of caterpillar to moth (or butterfly,) two different sets of DNA are operational. Once the caterpillar is ready for metamorphosis it's hormones activate the butterfly DNA. The caterpillar "dies" in the process while in the cocoon to give way to a different being.
2. Before it can even fly & feed the newly emerged butterfly must stretch its proboscis so that the two divided parts lock in like a zipper. It's crumpled wings must also stretch to allow oxygen to pass thru (since the butterfly doesn't have any lungs.)
3. The male emperor penguin takes care of the newly hatched egg,keeping it warm by balanceing the egg on it's toes and sitting on it for about 6 weeks. Meanwhile,the female goes to sea and hunts for fish which it will feed the chick when it hatches. The males huddle during cold days to keep their bodies and eggs warm and because they don't feed all this time they start to grow thinner. Just in time, the chicks hatch and the mother penguin has to be back by that time because the male might,in his hunger, go out and feed,leaving the chick to die from the cold. Once the females arrive they give out a call which only their partners recognize! When they finally reunite, the male passes the chick to the mother quickly so that she can feed it with regurgitated fish. The male then leaves to feed.
4. The elephant mother carries her baby for 22 months. The reason for this long period is that the brain of the baby elephant must be fully developed before it can come out.
5. Baby alligators must feed themselves once they hatch because like all other reptiles they don't rely on mother to feed them.
Whenever I watch fascinating things like these I can only believe that there is a God!
1. In the transformation of caterpillar to moth (or butterfly,) two different sets of DNA are operational. Once the caterpillar is ready for metamorphosis it's hormones activate the butterfly DNA. The caterpillar "dies" in the process while in the cocoon to give way to a different being.
2. Before it can even fly & feed the newly emerged butterfly must stretch its proboscis so that the two divided parts lock in like a zipper. It's crumpled wings must also stretch to allow oxygen to pass thru (since the butterfly doesn't have any lungs.)
3. The male emperor penguin takes care of the newly hatched egg,keeping it warm by balanceing the egg on it's toes and sitting on it for about 6 weeks. Meanwhile,the female goes to sea and hunts for fish which it will feed the chick when it hatches. The males huddle during cold days to keep their bodies and eggs warm and because they don't feed all this time they start to grow thinner. Just in time, the chicks hatch and the mother penguin has to be back by that time because the male might,in his hunger, go out and feed,leaving the chick to die from the cold. Once the females arrive they give out a call which only their partners recognize! When they finally reunite, the male passes the chick to the mother quickly so that she can feed it with regurgitated fish. The male then leaves to feed.
4. The elephant mother carries her baby for 22 months. The reason for this long period is that the brain of the baby elephant must be fully developed before it can come out.
5. Baby alligators must feed themselves once they hatch because like all other reptiles they don't rely on mother to feed them.
Whenever I watch fascinating things like these I can only believe that there is a God!
Tuesday, May 16, 2006
MY FIRSTS
I got to thinking about what I have really accomplished so far in my life. One thing I noticed is that in my "professional"(i.e., work) life I have been known for having achieved or accomplished many "firsts." So if I were to boast about my accomplishments I can probably cite the following:
1. Created the first videobased orientation for Jollibee ( a slideshow production which we fondly called the "Gotta Bite" production.)
2. Designed and implemented the first systematized Management Development Program for Jollibee. (the BOTP)
3. Co-wrote and illustrated the first updated Operations Manual for Jollibee.
4. Produced the first SMART (Marketing) manual for Jollibee and launched the first training program for marketing officers.
5. First to extensively use video training at Jollibee.Produced the first in-house videos on conducting P.A. discussions;Crew Training and Crew recruitment & Selection.
6. Organized the first Managers' Convention for Jollibee.Emceed the first 5 conventions.
7. Set up the first MDPs for Assistant store managers & store managers.
8. Was among the first in-house facilitators of SMA, the longest running in-house MDP of the Jollibee group.
9.Launched the first Managing Director's Training Program for Jollibee.
10. Implemented one of the most effective organizational development initiatives to have an impact on the Jollibee system: Managing Service
11. First to set up a Training Kitchen for Jollibee.
12. Training manager with the longest tenure so far(12 1/2 years) and opened the most number of stores during his term (320 stores)
13. First to implement Equipment and facilities training for managers.
14. The Jollibee Beeline, a short-lived Management Digest
15. First to ever use line trainers in the system
16. First Training Manager to speak in a Learning session for PSTD & first to be Board Member of PSTD
17. First Training catalogue and training database for tracking/monitoring training programs attended by employees.
18. Organized the first Jollibee Operations Sales Rally in 1999.
19. Set up the training system for the first Jollibee Drive thru
20. Composed the Chowking Hymn and Chowking Pledge
21. Organized the first sales rally for the new Chowking
22. Published and managed the first FSC Update for Chowking.
23. Launched the first seires of management development programs for Chowking
24. Set up the cooks certification program for Chowking.
1. Created the first videobased orientation for Jollibee ( a slideshow production which we fondly called the "Gotta Bite" production.)
2. Designed and implemented the first systematized Management Development Program for Jollibee. (the BOTP)
3. Co-wrote and illustrated the first updated Operations Manual for Jollibee.
4. Produced the first SMART (Marketing) manual for Jollibee and launched the first training program for marketing officers.
5. First to extensively use video training at Jollibee.Produced the first in-house videos on conducting P.A. discussions;Crew Training and Crew recruitment & Selection.
6. Organized the first Managers' Convention for Jollibee.Emceed the first 5 conventions.
7. Set up the first MDPs for Assistant store managers & store managers.
8. Was among the first in-house facilitators of SMA, the longest running in-house MDP of the Jollibee group.
9.Launched the first Managing Director's Training Program for Jollibee.
10. Implemented one of the most effective organizational development initiatives to have an impact on the Jollibee system: Managing Service
11. First to set up a Training Kitchen for Jollibee.
12. Training manager with the longest tenure so far(12 1/2 years) and opened the most number of stores during his term (320 stores)
13. First to implement Equipment and facilities training for managers.
14. The Jollibee Beeline, a short-lived Management Digest
15. First to ever use line trainers in the system
16. First Training Manager to speak in a Learning session for PSTD & first to be Board Member of PSTD
17. First Training catalogue and training database for tracking/monitoring training programs attended by employees.
18. Organized the first Jollibee Operations Sales Rally in 1999.
19. Set up the training system for the first Jollibee Drive thru
20. Composed the Chowking Hymn and Chowking Pledge
21. Organized the first sales rally for the new Chowking
22. Published and managed the first FSC Update for Chowking.
23. Launched the first seires of management development programs for Chowking
24. Set up the cooks certification program for Chowking.
Thursday, May 11, 2006
MUCH ADO ABOUT THE DA VINCI CODE
With the Da Vinci Code about to be shown in theatres soon, it seems there are, what I would call "overreactions," starting to take place particularly from the Catholic Church.
One example was from a priest whose sermon Jaja shared with me because she thought it was a great critique against the Da Vinci Code. I think it had to with the question of whether one should watch the movie or not. The reverend father's response was something like:"Would you watch a movie that ridiculed or made fun about someone you love?"
I pointed out to Jaja that the priest might not even know what he was talking about! (Of course,this elicited a raised eyebrow from her!) I said this because in the first place, the da Vinci code was a fiction novel which was based on a specific premise,i.e., the Catholic Church was out to protect a "secret" which if known by everyone would undermine the whole foundation of Catholicism. Rome would go to the extent of killing people to prevent this secret from leaking out. There was nothing in the da Vinci Code about "ridiculing or making fun of Jesus." I had read the book in fact and just found it entertaining like any well -written mystery novel.
Instead of overreacting, the priest should just have told his liteners that the movie is fiction, entertaining but nothing to doubt their faith about since the basis for the story anyway is apocryphal. Of course, it would be a different thing if one's faith was weak and one was gullible...but that's another story.
One example was from a priest whose sermon Jaja shared with me because she thought it was a great critique against the Da Vinci Code. I think it had to with the question of whether one should watch the movie or not. The reverend father's response was something like:"Would you watch a movie that ridiculed or made fun about someone you love?"
I pointed out to Jaja that the priest might not even know what he was talking about! (Of course,this elicited a raised eyebrow from her!) I said this because in the first place, the da Vinci code was a fiction novel which was based on a specific premise,i.e., the Catholic Church was out to protect a "secret" which if known by everyone would undermine the whole foundation of Catholicism. Rome would go to the extent of killing people to prevent this secret from leaking out. There was nothing in the da Vinci Code about "ridiculing or making fun of Jesus." I had read the book in fact and just found it entertaining like any well -written mystery novel.
Instead of overreacting, the priest should just have told his liteners that the movie is fiction, entertaining but nothing to doubt their faith about since the basis for the story anyway is apocryphal. Of course, it would be a different thing if one's faith was weak and one was gullible...but that's another story.
Tuesday, May 09, 2006
RECENT HAPPENINGS...RANDOM THOUGHTS
- There was a heated exchange of emails recently in one of my egroups. It all started when a private exchange of emails among members leaked out,and other members who felt offended by those who allegedly were talking behind their backs,retaliated. Moral lesson: "Never ever have an exchange of private emails with egroup members about a sensitive issue lest you push the wrong button."
- I was finally able to mail my secret to PostSecret. While I was working on it,for some strange reason I started trembling,either from fear or excitement. After I finished with it though I felt a sense of relief...a feeling of catharsis! Just by bringing it out of my system I had unburdened myself. I now realized the good that Post Secret was doing.
- Recent news about organizational changes in the JFC group somehow bothered me. But then I caught myself starting to worry and changed my frame of mind...and voila things didn't seem bothersome after all!
Friday, May 05, 2006
THE MYSTERY OF MEMORY
There he was at the hallway talking to some Marketing Officers of Greenwich while members of his Creative staff waited by the elevator.
I recognized the big eyes and the features. He caught sight of me but apparently didn't show any signs of recognition.
He was Ramon "Mon" Jimenez, now President of Jimenez Basic,one of our ad agencies, and a classmate of mine back in kindergarten.
It's strange how the memory recalls pictures of the past. The only memory I have of Mon is him wearing one of the SBC caps sold in our bookstore holding a hotdog in one hand and a bottle of Coke in the other! Maybe the reason I remember him was because he told me how much that hotdog and Coke cost.
Back in kindergarten I only had 25 centavos for my baon,and since I was rather shy, I didn't want to buy stuff at the canteen fearing I wouldn't know how to count change or afraid I wouldn't really have enough money.
When I learned from Mon that the hotdog and Coke combination cost 25 centavos, I was able to pluck up enough courage to buy these over the counter.
I never saw Mon after kinder. This was the first time I've seen him...after about 46 years! But what an amazing flashback it brought.
I recognized the big eyes and the features. He caught sight of me but apparently didn't show any signs of recognition.
He was Ramon "Mon" Jimenez, now President of Jimenez Basic,one of our ad agencies, and a classmate of mine back in kindergarten.
It's strange how the memory recalls pictures of the past. The only memory I have of Mon is him wearing one of the SBC caps sold in our bookstore holding a hotdog in one hand and a bottle of Coke in the other! Maybe the reason I remember him was because he told me how much that hotdog and Coke cost.
Back in kindergarten I only had 25 centavos for my baon,and since I was rather shy, I didn't want to buy stuff at the canteen fearing I wouldn't know how to count change or afraid I wouldn't really have enough money.
When I learned from Mon that the hotdog and Coke combination cost 25 centavos, I was able to pluck up enough courage to buy these over the counter.
I never saw Mon after kinder. This was the first time I've seen him...after about 46 years! But what an amazing flashback it brought.
Thursday, May 04, 2006
THE REENERGIZING POWER OF ACCOMPLISHMENT
Last night I was finally able to finish the drawings for the Reunion Souvenir program of my San Beda batchmates. These had been literally on the drawing board for about a year and I had been putting off finishing them since there was really no pressure to complete them. I felt more excited though as I was doing the finishing touches of the illustrations. Then finally they were done and I felt inspired to get started on the other drawings.
Accomplishing something carries with it the power to create more and do something better.Maybe that's why I enjoy being involved in the creative process.
Accomplishing something carries with it the power to create more and do something better.Maybe that's why I enjoy being involved in the creative process.
Subscribe to:
Posts (Atom)