tag:blogger.com,1999:blog-31247814.post6591074691236397255..comments2023-10-20T05:51:55.025-05:00Comments on Driving Organic Growth and Innovation: Unknownnoreply@blogger.comBlogger2125tag:blogger.com,1999:blog-31247814.post-7226922029338118102008-01-26T15:34:00.000-05:002008-01-26T15:34:00.000-05:00Good question, hopefully it gets several good answ...Good question, hopefully it gets several good answers.<BR/>If you are interested in IT and risk metrics and KPI in business, check this web-site to learn more about Metrics<BR/><BR/>http://www.business-development-metrics.comAnonymousnoreply@blogger.comtag:blogger.com,1999:blog-31247814.post-70062495451859284062008-01-21T13:41:00.000-05:002008-01-21T13:41:00.000-05:00Great comment from Peter S. DaSilva of ING Canada....Great comment from Peter S. DaSilva of ING Canada....<BR/><BR/>This book is actually required reading for all ING Canada vice presidents (we actually had Professor Hess speak to us last September), in fact over the last 18 months we have tried to instill many of these concepts into our organization with varying degrees of success. As you would expect it is easier to say than to do. Especially how you instill entrepreneurial behaviour in a large company that is very results oriented, striking the balance has proved difficult to the point that we have separated out both physically and culturally some of our best organic growth experiments in order to give them room to breath and grow. But the result - yes we have stronger organic growth than ever before, but as we reach scale we do not fit back in very well, the circularity of the situation is that I believe we would never have reached scale within the organization. And now the most entrepreneurial parts of the organization are outside the core.<BR/>Overcoming this is the big challenge for us, But this piece of Hess'<BR/>perspective has not yet been achievable.<BR/><BR/>We have had a lot of success with the other Five elements throughout.<BR/>Primarily I believe because we started with a humble and passionate leadership group. Egos are not a big part of our culture, honesty, respect and trust are the basis of value system at ING and this base is excellent to move in a direction suggested by Hess, because it fosters an environment that allows for experimentation and failure without catastrophic ramifications on peoples careers. Of the six my opinion is this is the one to start from it makes all the rest do-able in a short period of time.<BR/><BR/>Peter S. DaSilva FCIP MBA<BR/>Vice President Ontario RegionBob Cooperhttps://www.blogger.com/profile/17301378519897102246noreply@blogger.com