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.
How did a small organization kick-start a process that doubled the amount of nature in the Netherlands? Siegfried Woldhek used this four-step scaling strategy at the World Wildlife Fund to create a now-legendary example of highly creative strategies that shifted the application of resources on a massive scale.
Advanced manufacturers—people who make “things”—face the same challenges in the Digital Age as their counterparts that traffic wholly in bits and bytes. Relentless immediacy. Increased transparency. In this article, the innovation architect Doug Collins reflects on the results from a survey that the analyst firm Frost & Sullivan conducted as part of the Manufacturing Leadership Council. What are the more advanced of the advanced manufacturing thinking these days about the practice of collaborative innovation? Are they on track?
85% of UK workers believe the strategic objectives of their employers could more easily be met through innovative approaches. Fortunately, the innovation discussion in business is progressing. Yet although most organisations acknowledge the desperate need for change, they are still at a loss when it comes to taking action. Workforces are a goldmine for the insight needed to drive change in an increasingly competitive business environment – but this knowledge must be captured to unlock innovation.
In this Roundtable Discussion we explore the leading benefits, challenges and techniques for engaging public crowds. Using key success stories we examine the extent to which we can overcome key pain points and harness the general public to support innovation.
Scott Cook, co-founder of Intuit and chair of its executive committee, talks about how a company that encourages experimentation will be guided by the best outcomes, as opposed to the whims of those with the most power and seniority. A leader’s role, Cook says, is to define the vision, set up a system of experimentation and savor the surprises.
Successful business model innovations (BMI) can disrupt entire industries and change the rules of the game. While most companies actively look to bring new products and services to the market, business model innovations are usually left to start-ups that have yet to find their ideal value proposition, customers, or overall success formula —incumbents prefer business as usual. Understandably so: expanding products or service lines is easier than changing a firm’s entire strategy and logic.
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.
Our team found an example of one of the earliest workplace suggestion boxes the other day from 1721 when a shogun, Yoshimuni Tokugawa, wrote to his citizens “Make your idea known . . . Rewards are given for ideas that are accepted.’” This means that the concept of crowdsourcing ideas that can improve a city, workplace, or world has been around for quite some time.
People cannot appreciate the value your idea offers if you fail to convey its relative advantage.
In this article, the innovation architect Doug Collins shares a simple, good example of telling the right story at the right time to the right audience. Save this one for your clip file.