While the importance of innovation is crystal clear for many organizations, daily execution usually remains challenging. When renewing products, services or business processes, companies often encounter the same obstacles. But what if companies could learn from each other? Can innovation be streamlined by sharing successes and failures? That’s precisely what the first CREAX innovation roundtable was determined to find out. In collaboration with Oracle, we gathered a diverse group of innovation professionals for a lively debate on how to move from theorizing to getting things done. This is what we learned.
How to organise a meeting in such a way that they result in creativity and energy? How to ensure that people are actively participating instead of being only passively attending meetings?
David Bruno is Head of Innovation for a large Swiss Bank, and the co-founder of YNOME, a transparent marketplace that rates your financial management providers and helps you assemble your own private bank. David is innovating the fintech industry and discusses how he builds trust and transparency in an industry that’s notoriously very hush-hush and filled with regulations. He also provides insights into how he builds a diverse, multifaceted team to successfully innovate for the millennial market.
As Co-Founder & Executive Director of the Kellogg Innovation Network (KIN) and a Clinical Professor of Entrepreneurship & Innovation, Rob Wolcott knows a bit about networking and the politics of innovation. In this episode of Innovation Ecosystem Rob shares practical advice for intrapreneurs who are looking to get stuff done from within the middle of the organization. And for growth leaders of businesses, he also has some great tips about where to get your inspiration!
Managing solitary and collaborative innovation: All innovation is based on creative ideas which are generated and developed by passionate people working alone and with others. Both solitary and collaborative work are important to the effective development of innovation in organizations. The key for leaders is to effectively promote both.
What makes a successful leader? Is there a secret formula for outstanding leadership above and beyond natural charisma? This is one of the golden questions that every HR manager and business owner wants to know. In fact, countless books and articles have been written on the subject. Emmanuel Gobillot is a leading author and speaker on the fundamentals of effective leadership and in this interview with Mark Bidwell he shares key insights about cultivating the leader's mindset.
Take a quick glance around your office. What do you see? Categorically “Start-up” types in t-shirts and jeans passing bottles of craft beer around? Or “Suits”, with their collars starched to perfection, hunched over their laptops and scrambling away at emails? What would happen if we flipped these scenarios around? I for one, would love to see my accountant rock up to work in a Hawaiian Shirt; a calculator in one hand, and a piña colada in the other. But what difference would this make?
You've got the best employees on the planet, right? They work hard and are experts in their fields. But, somewhere there is a disconnect. The culture of your organization is not everything it could be, not everything you would like. Is there a way to ensure that your employees hold to the same values you do throughout your department, or the organization? How can you empower your employees, and foster trust, growth, and loyalty? Here are nine ways to fully engage your employees.
To be able to use the full potential of innovation, psychological safety within teams and organisations is essential. Psychological safety is the shared belief that it is safe within the team for interpersonal risk taking. There is a direct relation between a psychological safe climate and performance of the team. (Edmondson 1999)
At IdeaScale, we define prolific innovators as organizations that have moved more than half of their ideas to the final stage. This doesn’t necessarily mean that every suggested idea became a value-generating, implemented reality. This means that the completed ideas had each been investigated, responded to, and a decision was made to move forward or not. But of course, at least a portion of those completed ideas generate measurable constructive outcomes.
One of the biggest mistakes business owners make is thinking they can run their business alone. They think they can do all the heavy lifting by themselves. However, they are making a vital mistake. It takes many people working together to make a business run effectively. By failing to see this simple fact, business owners are putting themselves and their business in danger. By trying to control everything, they are limiting their company's’ potential profits.
All successful companies must eventually answer the same basic question: How do you establish new growth strategies and business opportunities from within your organization? The new book, The Art of Opportunity was written to help your business answer that question. The concepts were cultivated through more than 20 years of academic research and experience, providing organizations with a detailed blueprint for how to grow, innovate, and transform.
Authenticity and innovation are two of today’s biggest corporate buzzwords. They are often considered as separate values, but in reality they have much in common and in this article we will examine the areas of overlap and potential leverage benefits.
There are always periods when, as a manager, you might feel that your team members aren’t as productive as they could be, when their morale seems a little low or when they don’t seem as fully engaged with their work as you would like them to be. This can lead to them leaving the company if the situation becomes really bad, which costs the company both money and time spent either hiring a replacement or training a current employee to replace them.
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.