Harvey Wade

As Director of Innovation Strategy at Mindjet, Harvey Wade provides strategic direction and support to Mindjet’s key clients, as they engage their workforce and customers to identify ideas that solve and overcome key challenges. Based in the UK, he has over 17 years’ experience in the financial services sector, working for Commercial Union, CGU, Aviva and Allianz Insurance, where he designed, set up and ran the employee ideation and innovation program. He is a graduate of Warwick University with a bachelors in Chemistry.

All articles by Harvey Wade:

  • _ways-to-create-successful-innovation-program

    5 Ways to Create a Successful Innovation Program

    Feb 01, 2016 | In: Life Cycle Processes

    You’ve heard it a thousand times: companies need to innovate in order to survive. The Googles and the Apples of the world are doing it- Google famously used to require employees to dedicate 20% of their time to innovation. But what exactly does it take to create a sustainable innovation program, especially if you are in an industry that is traditionally risk averse?

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    The Rise of the Chief Innovation Officer

    May 18, 2015 | In: Organization & Culture

    Questionable or confusing job titles have long provided fleeting office lunch-break entertainment. A quick search online brings up innumerable lists, featuring classics such as: Senior Information Adviser (otherwise known as a librarian), Wet Leisure Assistant (lifeguard) and Ideation Director (advertising). In this article Harvey Wade, Director, Innovation Strategy at Mindjet, discusses why a job title formerly found at wannabe creative companies is now playing an increasingly recognised and integral role in business.

  • Businessman Hand

    The Battle Between Innovation and Managers

    Apr 07, 2015 | In: Organization & Culture

    Innovation initiatives have a habit of causing excitement and expectation; the organisation is trying something different and wanting to do new things. Senior management are anticipating the brand new shiny ideas, and front-line employees can’t wait to be rid of their daily frustrations. So what could go wrong? However, in all this excitement, there’s a group that is usually neglected in the engagement strategy – the middle managers. Often it’s assumed that these managers will support all the company initiatives. It’s their role to toe the line and make sure others do. They’ll buy in surely? Actually, they don’t.

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