Where do creativity and innovation come from? It’s an age old question: are creativity and innovation innate abilities, something you’re either born with or not, or can they be learned? While the debate continues, the data is increasingly pointing to the fact that qualities like creativity and innovation are largely learned behaviours.
Successful organizations know the significance of innovation in business. Apple is a good example of how effective innovation management can improve your products and scale up your business. After reaching on the brink of collapse, it achieved new heights of success by implementing effective innovation management policy. The success of its innovative management strategies once again brought it in the league of leading organizations. If you are an entrepreneur who wants to learn from innovative management strategies of successful organizations, consider the following thirteen strategies.
As organizations increasingly focus on building corporate cultures that are more open to new ideas, they are examining ways that they can engage a range of employees in innovative thinking and actions. In the past, the answer to this kind of effort was to run a challenge and pat yourselves on the back for a job well done.
So you’re thinking of tapping your employees or customers for ideas. You’ve read some exciting crowdsourcing case studies and it seems like a no brainer. Or you’ve used a consultant but now want to go it alone? What could possibly go wrong? If you’re like a lot of first timers, you’ll get the software all set up, announce the challenge, and sit back with great expectations!
‘Workplace training’: two words which are liable to send shivers down every manager’s spine. Not because they’re against their employees learning, of course not; but that it eats up hours upon hours of time and can cost a lot of money. Yet there’s no disputing the benefits of workplace training in terms of staff retention, filling skills gaps, improved productivity and competitive edge.
Based on our work with pioneering enterprises in Silicon Valley and around the globe we have learned a great deal about what makes innovation prosper. This article reveals some surprising insights on how prepared our institutions are to successfully compete for the future.
There is little doubt that startups are dominating leadership discussion in many sectors of the economy, and have even become a source of admiration in popular culture. Whether driven by the hopes of “unicorn” valuations and lucrative exits or by the desire for more informal, collegial working environments, startups are more prevalent and attractive to existing and potential employees than ever. In fact, in a recent Accenture survey, only 15% of the class of 2014 would “prefer” to work for a mature, established organization.
Although a lot of companies would undoubtedly prefer to keep all of their operations in-house, this sometimes isn’t realistic. Whether you are suffering from budget or other resource restrictions, lack of personnel or a general lack of time to do a high-quality job, many other organisations are available to handle things on your behalf.
Untapping Hidden Value: A New Partnership Model for Corporate Knowledge Management and Innovation Functions
In the current business environment, defined by some as the ‘Knowledge Age’, leadership interest is increasingly focused on Innovation and Knowledge Management development efforts. To date, these functions often operate along parallel, yet discrete, paths. As organizations seek new areas of growth, while further cutting costs there is an increasing need to build more effective partnerships in order to ensure ongoing success and drive additional business value.
As business leaders seek additional impact from Innovation Programs, new ways to leverage and scale existing resources are being explored. One approach is to link externally sourced ideas with networks of innovation-minded employees, to generate additional business impact.
In 2014, you did all the right things and your business began to take off like a Harrier Jump Jet. However, now that you’ve been cruising at a high altitude for awhile, you can either choose to stay on course or go to a new level of elite performance.
As more companies examine employee-focused innovation training efforts, this article offers some crucial tips to ensure the long-term success associated with this important task.
Creative thinking can be trained, and an environment for innovation can be purposefully built. Often plagued by a sense of urgency and pressure the modern office does not appear to be the ideal incubation opportunity for innovation – and yet there are strategies that can be used to defy the odds. So just how do we maximise the brain’s neurological capabilities in the midst of the busy contemporary working environment?
In this fourth and final installment in this whitepaper series, we examine a live case study of where both innovation training and network development have been actively managed and sustained within Intuit, an IT organization based out of Silicon Valley.
In the previous two whitepapers of this series we examined both the benefits of innovation training and areas of innovation skills that mid-to-junior level employees can be taught. In this installment we will address an important topic that is often missing from innovation training / education programs: How to build effective employee networks that support employees who have been trained with new innovation skills.