Focused on building or leading a team (ex: “How do I keep my team engaged throughout the project lifecycle?”)
In many organizations, work is pretty consistent and predictable: go into the office, perform your tasks, and go home. Many people spend years doing their jobs without much advancement or ongoing career development.
Over the past couple of weeks, I have participated in several conferences / events, to better understand key trends in corporate innovation. Each event was excellent, but also very different in scope, audience and approach.
Hiring is a deeply imperfect process that probably has as many misses as hits. You’ve probably seen it in action: a new hire looks perfect on the paper and interviews well but has mediocre performance or clashes with co-workers constantly. Finding the person with the right skills is hard, but there are ways to pick more of the right candidates for a job.
Anyone who has ever been on the hunt for a new corporate job knows that it can be one of the most difficult and frustrating processes in the world. The Internet has given us the tools to apply for thousands of different jobs every day, but it has also presented its own problems: application systems with no easy answers, automation, and stiff competition make the ease of online applications less attractive.
When your employees are directly and fully engaged, you will notice that their morale and overall level of job satisfaction are high. They are motivated to work harder and smarter for your company, and the result is high productivity and perhaps less employee turnover.
If you’re like a lot of people, your company is trying to drive innovation internally, with a workforce that wasn't really hired for that. It's a tough nut to crack, and the very reason we started Swarm Vision.
Do open-concept offices live up to their hype when it comes to encouraging innovation and collaboration? Or do they hinder productivity by sacrificing privacy - and in some cases, comfort? Let’s take a look at the pros and cons.
More and more companies are looking to understand and identify innovation talent. Why? Because if companies understand how to encourage original thought and reward innovation efforts, they’re more likely to stay relevant and at the top of their game. Not to mention that they’re far more likely to attract and retain top talent that is interested in working for a company that is forward-thinking and rewards creative effort.
We live in an increasingly multicultural and networked world where innovation has the potential to transform lives from Austria to Zimbabwe. Leaders and teams are facing changing customer needs across cultures and geographies. If you’re responsible for international products, services, projects, or programs, how are you facilitating innovation and collaboration around the world?
Whether you’re an executive, a manager, or part of the team handling day-to-day operations, you’ve probably thought more than once about what you bring to the table within your organization. What do you feel is your greatest asset? Chances are, consistency never tops the list—but perhaps it should.
Innovation is an integral part of many organizations today, and for good reason: it helps companies stay agile, relevant, and evolving. However, innovation is often difficult to achieve—or is even met with resistance.
The more you allow disparate ideas to mingle and collide, the more you maximize your chances for true innovative thought to emerge. Learn all of this and more in a complimentary white paper about why innovators want to nurture workforce diversity.
When leaders foster a culture of innovation, they enable their teams to be creative, flexible problem-solvers who thrive in the face of change. But what is a culture of innovation? And how does a leader begin to foster one? Building a culture of innovation originates with embracing The 3 Cs: critical thinking, curiosity, and customer-centric design.
If you’ve ever written a job description that calls for passionate, hard-working candidates, did you ever stop to think about what that means? Sure, having engaged and loyal employees is the ultimate goal of any company, but the word “passion” is loaded.
The legacy approach to talent selection involves matching education, length of experience and functional skills to the role. All of this makes sense as a baseline, and for well-established professions. But, we argue, selecting talent for innovation requires a whole new approach. Companies must recognize specific innovation skills that drive business outcomes. Yet today, most lack the tools to do so.
