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Harvard Business Publishing
Length: 11 pages
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Abstract
During a recession, when many companies face declining revenues and earnings, executives often conclude that innovation isn't so important after all. According to the authors, that's because it isn't integral to the workings of most organizations, so the creativity that leads to game-changing ideas is missing or stifled. Rigby, Gruver, and Allen, all partners at Bain & Company, point to the fashion industry as a model. Every season, successful fashion companies must reinvent their product lines - and thus their brands - or face certain death. They manage this constant challenge by creating unusual partnerships at the top that consist of an imaginative, right-brain creative director and a commercially minded, left-brain brand CEO. The authors call these alliances 'both-brain' teams. Some famous examples exist outside the fashion industry: Steve Jobs and his COO at Apple, Tim Cook; the creative Bill Hewlett and the savvy David Packard; Bill Bowerman, the former Track Coach who developed Nike running shoes, and his business partner, Phil Knight. But fashion has gone the furthest to incorporate both-brain partnerships in its organizational model. Gucci Group and others have learned to establish and maintain effective partnerships between creative people and numbers-oriented people; to structure the business so that the partners can run it effectively and are clear about which decisions they own; and to foster left-brain-right-brain collaboration at every level in order to continue attracting talent. What makes these partnerships work? The authors have identified seven characteristics of successful partners: (1) they are aware of their own strengths and weaknesses; (2) have complementary cognitive skills; (3) trust each other; (4) possess raw intelligence; (5) bring relevant knowledge to the team; (6) speak to each other frequently and directly; and (7) are highly committed to the business and each other.
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Abstract
During a recession, when many companies face declining revenues and earnings, executives often conclude that innovation isn't so important after all. According to the authors, that's because it isn't integral to the workings of most organizations, so the creativity that leads to game-changing ideas is missing or stifled. Rigby, Gruver, and Allen, all partners at Bain & Company, point to the fashion industry as a model. Every season, successful fashion companies must reinvent their product lines - and thus their brands - or face certain death. They manage this constant challenge by creating unusual partnerships at the top that consist of an imaginative, right-brain creative director and a commercially minded, left-brain brand CEO. The authors call these alliances 'both-brain' teams. Some famous examples exist outside the fashion industry: Steve Jobs and his COO at Apple, Tim Cook; the creative Bill Hewlett and the savvy David Packard; Bill Bowerman, the former Track Coach who developed Nike running shoes, and his business partner, Phil Knight. But fashion has gone the furthest to incorporate both-brain partnerships in its organizational model. Gucci Group and others have learned to establish and maintain effective partnerships between creative people and numbers-oriented people; to structure the business so that the partners can run it effectively and are clear about which decisions they own; and to foster left-brain-right-brain collaboration at every level in order to continue attracting talent. What makes these partnerships work? The authors have identified seven characteristics of successful partners: (1) they are aware of their own strengths and weaknesses; (2) have complementary cognitive skills; (3) trust each other; (4) possess raw intelligence; (5) bring relevant knowledge to the team; (6) speak to each other frequently and directly; and (7) are highly committed to the business and each other.
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