Post-pandemic, public bodies must restructure SME support systems for long-term growth with well-functioning innovation systems with the right balance of instruments.
A few years ago, big data was a brand new frontier for businesses, and few could afford to leverage the technology on a large scale. Today, it’s much more accessible for companies of all sizes, and the field of big data has begun to mature.
Let’s face it, creativity separates humans from the rest of the animals. Our species has opposable thumbs and with that, it seems, the inborn drive and ability to alter our environment. No wonder the topic of innovation ability provokes such primal emotions. Yet — like speed, intelligence or artistic talent — innovation talent is NOT distributed evenly across humanity. Given this truth, what is the best approach to driving more innovation in your workforce?
‘No man is an island, entire of itself’ runs the saying and it should probably go on to say that no concept should be introduced in isolation either. In the VUCA world, we’re all challenged with constantly trying to do something new, to create lasting change, transformation and disruption. That challenge means it helps to have others on your side, adding their enthusiasm, energy, perspective and creativity to the mix. Why… because if there’s one truth about innovation, it’s that it’s definitely not a solo sport!
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.
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.
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.
While discussing innovative cities, one can’t help but think about those that were major catalysts for change in the past: Athens, Istanbul, Hong Kong, and Florence, for example. But how do they compare to more modern innovation hubs such as Silicon Valley, London, or Singapore? In this article, we’ll look at Florence - and 10 recognizable and applicable elements that contributed to its success throughout the 14th, 15th, and 16th centuries. We’ll also look at how Florence spurs innovation today.
Bottom-up innovation is fueled by many ideas initiated by employees, as opposed to top-down innovation, which is fueled by a strong vision - often by the company’s founder. Bottom-up innovation leaders are entrepreneurial, supported by management’s emphasis on creativity and a can-do culture, and often share these eight attributes.
Talent Management provider DeepTalent has just released a new report showing to which companies employees of the biggest tech companies are going to.
When I meet with corporate leaders we invariably get onto the topic of their business challenges. Some reoccurring themes that are increased competition, cost / margin pressures, regulatory hassles, globalization, etc. However, the more recent discussions have centered around one theme. Talent.
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?
Nilofer Merchant, in her excellent new book, 11 Rules for Creating Value in the Social Era, points out that in order for companies to be fast, nimble and innovative enough to survive in today's Social Era, leaders must meet their workers' desire to contribute to a mission that matters.