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.
When was the last time you seriously thought about your blue chip investments going broke? At what point will those shares be worth nothing? Although it may sound ridiculous, the question is serious because at the current rate of disruption, half of the Australian Stock Index S&P 500 will be replaced over the next 10 years (Anthony S D et al, 2016). Where does that leave your investments?
This is the third part of a three-part article series. We are investigating why – despite all the investments made into the early phase of innovation – innovation results remain disappointing. We call this the “corporate innovation problem”. In the first part we illustrated that companies are investing heavily into the early phase of innovation. In the second part, we provided some metrics on the corporate innovation problem and found that the corporate innovation problem actually consists of a “complexity” problem” and a “system problem”. In this article, we show six levers to change the “system problem” and think this is the way to solve the corporate innovation problem – and ultimately to increase innovation performance.
This is the second part of a three-part article series. In the first part we illustrated that firms are investing heavily into the early phase of innovation. In this second part we show that despite of all these investments, innovation results remain disappointing. We call this the “corporate innovation problem”. We provide some metrics and find that there are two root causes. In the upcoming third part we will suggest that six levers can be used to address one of the root causes. We believe that moving these levers can provide a solution to the corporate innovation problem – and ultimately lead to increased innovation performance.
Innovation is at the top of the Management Agenda for many companies. For excellence in innovation, companies have to master the chain of activities from discovering valuable insight into unmet customer needs to successful market adoption. However, despite large and growing investments into innovation, results remain disappointing. We call this the “corporate innovation problem”. In this 3-part article series we dig deeper into this problem and find that there are actually two root causes for it. We focus on one of the root causes – the “system problem” – and work out six levers of improvement. Acting on these levers offers a solution to the corporate innovation problem and ultimately increases innovation performance.
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.
Innovation leaders today don’t have an easy job. Tasked with bringing Innovation to their organization, they often face a variety of interpretations of innovation throughout the organization, a lack of comprehensive understanding of what innovation really entails, and what it requires to truly embed innovation in a way that it sustains itself.
The dictionary defines management as, “the process of dealing with or controlling things or people.” Sometimes, managers don’t understand why their team does not function cohesively. Below are five management mistakes managers don’t realize they’re making and tips to avoid these missteps.
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.
When it comes to fostering continuous innovation, most organizational cultures stink at it. Industry research provides some interesting statistics which highlight that innovation is not easily obtainable and that companies are not innovating fast enough to repel the unrelenting threat posed by new market entrants with declining barriers to entry.
Open Innovation is becoming an essential part of an enterprise innovation strategy. Yet, so often, companies focus on getting a narrow set of tactical activities going without thinking through the strategic and organizational issues necessary to enable those activities to have the intended impact. This brief article covers a few of the implementation challenges faced by companies seeking to establish successful Open Innovation programs.
Visionary companies do not only try to see into the future – they create the future. The history of innovation is scattered with examples of misjudgments regarding the dynamics of new technology. Less than two years before Polaroid’s bankruptcy, Morgan Stanley made the following statement: “We are upgrading Polaroid to Outperform from Neutral based on the company’s new product performance…
The world we live in is changing at a dizzying rate and sectors including energy, technology, entertainment, communications, finance, sports, manufacturing and engineering are all experiencing shifts on a seismic scale. Many of the innovative advances of the past ten years, from smart phones to digital cameras have become commoditised and creativity has become the currency of success. In this article author Matthew Griffin shows how large and small organisations alike can build lean, agile, high performance innovations teams and bridge any shift successfully.
Often times coming up with new ideas is not the hard part. In this example, a team came up with 752 new business ideas in a single workshop. But how can you pick the ‘right’ ideas? Gijs van Wulfen shares five lessons that he has learned in his innovation practice.
Successful programs like TQM, Balance Scorecard and Six Sigma dramatically improve quality and performance. They are designed to rightfully calibrate the hard asset issues of production. There is a serious lack of three dimensional modeling for soft issues, like innovative thinking and the dimensions of the core vision itself enveloping all production issues. These image supremacy rules challenge current methods and offer checklists to assess the need of newer, softer and special agenda-centric approaches.