Innovators Aren’t Born – They’re Made

Today, the “business as usual” is not sufficient. What we experience at an increasing pace are razor-thin margins, heightened global competition and a rollercoaster economy. Innovation is the key to creating and sustaining a business’s competitive advantage. In fact, without it, the results can be catastrophic. But there is good news: research shows that anyone can learn the skills needed to become more innovative. In this Expert Roundtable Discussion learn more about how innovation can be learned, what the key innovation skills are, and how companies can support a culture of innovation.

This web session addresses the challenge that companies and teams face to stay innovative in the face of increased competition and dispels the thinking that innovators are born and not made. Topics to be discussed include:

  • Why innovation is more important now than ever
  • The biggest barriers to creating an innovation culture within an organization
  • How those who aren’t in senior leadership positions can change the culture around innovation at their company
  • What the five core innovations skills are and how to develop them

Read more about the Innovator’s Accelerator program, contact us for more info, or visit the official website.

About the Experts

Jeff Dyer (PhD, UCLA) and Hal Gregersen (PhD, University of California, Irvine) are the co-creators of Innovator’s Accelerator a revolutionary new digital program that teaches teams the innovation skills they need to transform organizations.

Jeff Dyer is a professor of Strategy at Brigham Young University and the Wharton School, University of Pennsylvania. He wrote the award-winning book “Collaborative Advantage.” Dyer’s research has been featured in publications such as Forbes, The Economist, and The Wall Street Journal. Dyer, a former manager at consultancy Bain & Company, regularly consults and speaks on innovation and strategy.

Hal Gregersen is a chaired professor of Innovation and Leadership at INSEAD and founder of the 4.24 project. His trilogy of books, “The Innovator’s DNA,” “Leading Strategic Change” and “Global Explorers,” reflect a lifelong commitment to developing leaders who make a difference. He regularly delivers inspirational keynote speeches on innovation and change throughout the world.

George S. Lichter is the Chief Product Officer / Chief Operating Officer of Lightspeed | Apollo Group Inc. George previously served as President and Chief Executive Officer of InfoSearch Media Inc. Prior to that, he was President and CEO of MAC Worldwide Inc. and co-founded and served as Co-Chief Executive Officer of the Whole Body/Yoga Works. George graduated Phi Beta Kappa with a Bachelor’s degree from UCLA and received a JD degree from Stanford Law School.

About Apollo Group

Apollo Group, Inc. is one of the world’s largest private education providers and has been in the education business for approximately 40 years. The company offers innovative and distinctive educational programs and services both online and on-campus at the undergraduate, masters and doctoral levels through its subsidiaries.

Apollo Group manages the world’s largest online learning platform serving over 500K students in the US and over 46 countries and represents an extensive network with over 1 million alumni and has served over 3 million students. The company maintains relationships with over 2,000 corporate partners and companies for whom it provides educational services and students.

  • http://linkedin.com/in/bobjacobson Bob Jacobson

    I am humbled before such a learned panel, but experience and thoughtful consideration of evolutionary processes suggests that innovation is indeed an innate trait, just as are running or singing songs, in which some people excel naturally and others require help just to reach a modest capability. While it may be possible to alter the innovation-adept bell curve a little within a closed organization, it’s still the best policy, to my way of seeing things, to identify the best innate innovators in an organization or society and then build around them supporting structures that enable them to innovate and others (like designers) to refine and yet others eventually implement innovations. Any other strategy means swimming upstream, and for what? To prove innovation can be democratized? A business or agency has better things to do with its time, people, and resources.

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