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The Disney empire strikes back
The Disney empire strikes back
In addition to more details about new Star Wars movies, Disney reported strong sales and earnings. Other media firms are doing well too.
Colin Stokes: How movies teach manhood
Colin Stokes: How movies teach manhood
When Colin Stokes’ 3-year-old son caught a glimpse ofStar Wars, he was instantly obsessed. But what messages did he absorb from the sci-fi classic? Stokes asks for more movies that send positive messages to boys: that cooperation is heroic, and respecting women is as manly as defeating the villain.
The director of communications for the non-profit Citizen Schools, Colin Stokes thinks deeply about the media he shares with his two young children.
WHY YOU SHOULD LISTEN TO HIM?
Colin Stokes divides his time between parenting and building the brand of Citizen Schools, a non-profit that reimagines the school day for middle school students in low-income communities in eight states. As Managing Director of Brand & Communications, Colin helps people within the organization find the ideas, words and stories that will connect with more and more people. He believes that understanding the human mind is a force that can be used for good and seeks to take advantage of our innate and learned tendencies to bring out the best in each other and our culture.
Before starting a family, Colin was an actor and graphic designer in New York City. He starred in the long-running off-Broadway musical I Love You, You’re Perfect, Now Change, as well is in several musicals and Shakespeare stagings. But he jokes that he seems to have achieved more renown (and considerably more revenue) for his brief appearances on two Law & Orderepisodes.
Jeff DeGraff: Breakthrough Innovation and Organic Growth (Create)
Jeff DeGraff: Breakthrough Innovation and Organic Growth (Create)
Jeff DeGraff: Breakthrough Innovation and Organic Growth (Create)
Green (Create) Characteristics:
–Visionary thinkers
–Big-picture thinkers and experimenters
–Surrounded by diverse people
–Quick and charismatic
–Short attention span / unfinished projects
–Reliance on predictions and forecasts
–Ignore rules (hard to manage)
–Unique/ Individual/ Different
–Embrace diversity and work with outside organizations
–Constant novel / new experimentation
–Inattention to detail
Green (Create) Optimal Environments:
–Multiple stimulating projects
–Flexible (and free of direction and management)
–Unorthodox work schedule
–”Greenhouse” funds in budget
–Independent and group scenarios
Companies with Green (Create) Characteristics:
–Pixar
–Apple
–Genentech
Jeff DeGraff: Organizational Culture and Competency (Collaborate / Yellow)
Jeff DeGraff: Organizational Culture and Competency (Collaborate / Yellow)
Jeff DeGraff, Dean of Innovation
Organizational Culture and Competency (Collaborate / Yellow)
Jeff DeGraff: Revenue, Profits, and Speed (Compete / Blue)
Jeff DeGraff: Revenue, Profits, and Speed (Compete / Blue)
Jeff DeGraff, Dean of Innovation
Revenue, Profits, and Speed (Compete / Blue)
Now let’s talk about the compete quadrant or the blue quadrant which is all about revenue and it’s all about going really fast. Well, being a business school professor I could tell you a lot about this quadrant because that’s what we train MBAs to be, right? They’re these kind of hard charging, look for the money, find it, show the revenue, pay the shareholders, get after it. Well these people are very goal and action oriented. It’s all about getting after it right now and they’re very much impatient. They’re very matter-of-fact. They’re very aggressive. They’re extremely competitive so everything is kind of a race with each other. They’re very decisive so they don’t take a lot of time to make decisions and they’re very challenging.
Jeff DeGraff: Large Scale Efficiency and Replicable Quality (Control / Red)
Jeff DeGraff: Large Scale Efficiency and Replicable Quality (Control / Red)
Jeff DeGraff, Dean of Innovation
–Now let’s take a look at the control position, the control competency, the control culture. Let’s look at the type of leaders, workplaces and practices that we need in order to create that incremental form of innovation that’s highly optimized. Remember, we’re looking for efficiency here and quality here. It’s going to be highly optimized so it’s not going to be radical innovation but there’s gonna be almost no risk in this form of innovation in the red position which is the opposite of the green position.
