Norbert Sluzewski

Leadership, Strategy, Innovation, Creative

Strategy
"A satisfied customer is the best business strategy of all." - Michael LeBoeuf
Leadership
"Leaders become great not because of their power, but because of their ability to empower others." - John Maxwell
Technology
"The real danger is not that computers will begin to think like men, but that men will begin to think like computers." - Sydney J. Harris

Four topics which are the focus of my work.

From roles in technology management, executive leadership, to more recently engagement in driving innovation and strategic thinking within large enterprises, my work focuses on business acceleration and transforming business models to adopt to, and take advantage of the present pace of change in the digital-driven economy.

FOCUS - INNOVATION

What is the value and role of innovation in the enterprise? How and where is it harnessed?

FOCUS - STRATEGY

It is said that strategy eats culture for lunch. But is it the exclusive determinant of high performance?

FOCUS - LEADERSHIP

Where does the science of leadership intersect with the artful execution of natural instincts of the leader?

FOCUS - TECHNOLOGY

The cost of technology is no longer a factor in its adoption. Where and how its deployed is key.

Measuring Innovation Success in the Enterprise

Oct 7, 2014Norbert Sluzewskiarticles, innovationBEI, FEI, ILO, Johnson Controls, measurement, measuring innovation, Telefonica, Toyota

Large enterprises are rapidly adopting innovation as a necessary tool to react to competitive pressures, capture new business opportunities or to streamline their operations. Many are creating structured innovation programs aimed at exploring major transformations in their business models. Others are using innovation as an incubator of ideas to target their specific business challenges or objectives.

Crossing the Chasm, by Geoffrey Moore

Sep 9, 2014Norbert Sluzewskibook reviews, strategy

Crossing the Chasm, by Geoffrey A. Moore This is one of those classic works of business prose that you’re all but certain to come across in everyday business conversations. And if you haven’t read it, you’re likely to get that meaning-infused eyebrow twitch from your conversation partner, suggesting you might want to “get with the

Dogmas of Brainstorming

Jul 9, 2014Norbert Sluzewskiarticles, innovationbrainstorming, ideation, ideation and brainstorming, misconceptions

You’ve heard these. Most likely you’ve even promoted them in your own team activities. Most of them seem hard to dispute and are widely accepted as dogma. Seems hard to argue with any of these: Teams are more creative than individuals To stimulate creativity, get rid of rules and processes Striving for quality is better

Elements of an Innovation Challenge

May 9, 2014Norbert Sluzewskiarticles, innovationchallenge, incentive, innovation challenge, relevance, sponsorship

I recently participated in an insightful session which focused on the essential elements of an innovation challenge. An innovation challenge is the statement and criteria which drive an innovation effort. It turns out that, without a well-constructed challenge, one which takes into consideration all of the dynamics of the requirement, the innovation results produced, if

Five Keys to Innovation Your Business Needs to Succeed

Mar 25, 2013Norbert Sluzewskiarticles, innovation, strategy5 keys to innovation, collaboration, culture, framework, program, tools

Most organizations recognize the importance of innovation in advancing their competitive position or improving their business processes. However, many may not recognize that successful innovation is built on a framework of component functions, each of which is critical to the overall efficacy of the program. These functions, known as innovation framework components, individually define specific

Seeking Out Spontaneous Micro-Innovation

Jan 31, 2013Norbert Sluzewskiarticles, collaboration, innovationcloud, ideas, knowledge, social, spontaneous micro innovation

Traditionally, enterprise innovation occurs as part of a structured effort to address targeted and well-defined organizational objectives. Companies challenged to transform an ineffective business model, increase sales, catch up with competition, or establish a market leading position will often turn to formal new idea creation initiatives to execute these objectives. At AT&T, we’ve built a