注：

• 機翻，未校對。

• 兩篇關于創新管理的小文章

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Not Invented Here 不是在這里發明的

In the history of organizational success, the enterprises that dominate tend to flawlessly execute on ideas that were created elsewhere. Examine just about any market leader, and you will find they looked outside for an idea, product, or service and decided to perfect it.
在組織成功的歷史上，占主導地位的企業往往會完美地執行其他地方創造的想法。檢查任何市場領導者，您會發現他們從外部尋找想法、產品或服務，并決定完善它。

Yet, despite the value of learning and benefitting from the best practices of others, it is common for many leaders to reject anything not created within the walls of their own organization.
然而，盡管學習和受益于他人的最佳實踐是有價值的，但許多領導者通常會拒絕任何不是在他們自己組織內部創造的東西。

Teams and organizations with a rich history, a close-knit culture, and vigorous team pride often have the strongest bias against anything from the outside. The effects of this syndrome can be devastating.
擁有悠久歷史、緊密聯系的文化和充滿活力的團隊自豪感的團隊和組織通常對外部事物有最強烈的偏見。這種綜合癥的影響可能是毀滅性的。

The xenophobia of ideas “not invented here” cripples organizations over the long run, and often allows competitors to destroy longstanding value by embracing better ideas and executing them with polish.
從長遠來看，“不是在這里發明”的想法的仇外心理會削弱組織，并且經常允許競爭對手通過接受更好的想法并精心執行它們來破壞長期的價值。

The problem of insulating people from outside influences almost always starts with team leaders who believe it shows weakness to look outside for new ideas and best practices. Team leaders with this flaw infect everyone on the team with this same false pride.
將人們與外界影響隔離開來的問題幾乎總是始于團隊領導者，他們認為向外尋找新想法和最佳實踐是軟弱的。有這個缺陷的團隊領導者會以同樣的虛假驕傲感染團隊中的每個人。

The reality is that the leader’s unwillingness to acknowledge or value the work of others outside the team is a form of arrogance that weakens the very thing it is meant to protect. Couched as team pride, the “not invented here” mentality prevents the best ideas and practices from finding their way into the organization.
現實情況是，領導者不愿意承認或重視團隊外部其他人的工作是一種傲慢，削弱了它本應保護的東西。“不是在這里發明的”心態被冠以團隊自豪感，阻礙了最好的想法和實踐進入組織。

Leaders who embrace this mentality are said to believe in toothbrush theory. Everyone wants one. Everyone needs one. But no one wants to use someone else’s. It doesn’t take a genius to understand the ultimate effect this attitude has on team success. Thankfully, most team success solutions and practices are more like toothpaste than toothbrushes.
據說接受這種心態的領導者相信牙刷理論。每個人都想要一個。每個人都需要一個。但是沒有人愿意使用別人的。不需要天才就能理解這種態度對團隊成功的最終影響。值得慶幸的是，大多數團隊成功的解決方案和實踐更像是牙膏而不是牙刷。

Leaders often disregard good ideas developed elsewhere in favor of internally developed ideas that are often inferior. Your job as a leader is reject this unspoken conceit and to push people to value a good idea no matter where it comes from. The best leaders teach others to find ideas and best practices anywhere and to execute them flawlessly.
領導者經常忽視在其他地方開發的好想法，而支持內部開發的想法，而這些想法往往是劣質的。作為領導者，你的工作是拒絕這種不言而喻的自負，并推動人們重視一個好主意，無論它來自哪里。最好的領導者會教別人在任何地方找到想法和最佳實踐，并完美地執行它們。

A “proudly found elsewhere” mentality is critical to the long-term success of any team or organization. When leaders look both inside and outside for ideas worth replicating, team members follow suit. It’s time for the monopoly of “not invented here” to end in your organization. Not everything is a toothbrush.
“自豪地在其他地方找到”的心態對于任何團隊或組織的長期成功都至關重要。當領導者從內部和外部尋找值得復制的想法時，團隊成員也會效仿。是時候結束“不是在這里發明”的壟斷了。不是所有的東西都是牙刷。

David C Morristd playbook Sep 12, 2022 Liked by Admired Leadership This post does a very good job in explaining the “bright side” of ‘Not Invented Here’. 這篇文章很好地解釋了“不是在這里發明的”光明的一面“。 In my work, I seem more often what I call the ‘dark side’ - New leaders joining a company and not spending any time learning what has been done, what is working, what is not working, and what was tried before but failed. 在我的工作中，我似乎更經常地被我稱為“陰暗面”——新領導者加入一家公司，卻不花時間了解已經做了什么，哪些是有效的，哪些是無效的，以及以前嘗試過但失敗了什么。 They come in and feel compelled to make their mark quickly (First 90 days). I see this happen in lower ranks of supervisors, managers, and directors too. 他們進來后覺得有必要迅速留下自己的印記（前 90 天）。我看到這種情況也發生在較低級別的主管、經理和董事身上。 Do you know what I’m talking about? Has anyone else experienced this? I’m dealing with it right now in fact. 你知道我在說什么嗎？還有其他人經歷過嗎？事實上，我現在正在處理它。

	Dave ThompsonHumor & Health Sep 12, 2022 Liked by Admired Leadership So good. I love the “Toothbrush Theory”. I had not heard that before. 很好。我喜歡“牙刷理論”。我以前沒有聽說過。 “Proudly found Elsewhere” shall be a newly adopted mantra. (& i didn’t even think of it myself!). “自豪地在別處找到”將是一個新采用的口頭禪。（我自己也沒想過！）

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via:

• Not Invented Here - Admired Leadership Field Notes Admired LeadershipSep 12, 2022

https://admiredleadership.substack.com/p/not-invented-here

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Proudly found elsewhere 自豪地在其他地方找到

More companies realize that they need to open up in order to innovate. Procter & Gamble have known this for quite some time already, having implemented something called “Connect and Develop”. Their new, innovative products are often a result of external contributions, and also often in collaboration with their own R&D teams.
越來越多的公司意識到他們需要開放才能進行創新。寶潔公司已經知道這一點很長一段時間了，已經實施了一種叫做“連接和開發”的東西。他們的新創新產品通常是外部貢獻的結果，也經常與自己的研發團隊合作。

They have worked hard on shifting mindsets within the company from resistance to ”not invented here” to ”proudly found elsewhere”. This is important, as novel ideas often come from combining external information with ones own.
他們一直在努力改變公司內部的思維方式，從抵制“不是在這里發明的”到“自豪地在其他地方發現的”。這很重要，因為新穎的想法通常來自將外部信息與自己的信息相結合。

A company may be large with vast resources, but admitting that they also need to look elsewhere in order to truly deliver innovative products is a positive and important step hopefully more companies will pursue.
一家公司可能規模龐大，擁有豐富的資源，但承認他們也需要尋找其他地方才能真正提供創新產品，這是一個積極而重要的一步，希望更多的公司能夠追求。

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via：

• “Proudly found elsewhere”
  https://meydel.com/proudly-found-elsewhere-2/