What external stakeholder groups can you tap into to build value for your innovation initiatives? Are your relationships with these external stakeholder groups solid or do you need to do additional work to build good, mutually beneficial working relationships? Are there potential stakeholder groups that you have not yet tapped at all? If so, what is your plan for reaching out to organizations within these pools so that you can further expand your innovation ecosystem? Are your channels for communicating with your external stakeholders strong or do they need further work?
It’s awesome when everyone agrees, isn’t it? Yes—and no. Most of us have, at some point, fallen into the trap of groupthink to avoid conflict and promote harmony in a group, whether at school, work, or on a committee. Groupthink has its perks: everyone feels comfortable, and there’s no risk of tension among members. It’s safe. Easy. Unfortunately, it can also kills creativity and innovation.
Working with external partners to bring better products and services to market faster and/or develop better intellectual property has never been more popular in the world of business than what we see today.
Attention innovators: here’s your chance to showcase tech & science projects and benefit from international promotion among a tech-oriented crowd, media, industry representatives and business professionals for free. The digital campaign, “Bringing tech&science closer to people,” carried out under the auspices of UNESCO, is here to celebrate innovators and inventors and the world-changing solutions they are working on.
Professor Robert Cialdini has spent his entire career researching the science of influence. This has earned him an international reputation as an expert in the fields of persuasion, compliance, and negotiation. On this week’s episode, Robert discusses how to enlist the support of your senior managers prior to making an important presentation, how companies can boost their sales productivity by up to 60%, and what we can learn from Warren Buffett on communication.
Project managers are often dealing with loads of stress coming from all fronts, such as the pursuit of deadlines. Pressed by senior managers to deliver, project managers may find themselves resorting to risky shortcuts to make ends meet. Here are some ways to manage these risky shortcuts in project management.
Michael Bungay Stanier, Founder of Box of Crayons, teaches the principles of how to do less hard work and more good work to managers around the world. In this interview he explains why coaching can transform not only the person receiving the coaching, but also the coach; he reveals what he believes is the best coaching question in the world, and why it is so powerful and AWEsome. And finally, he unpacks habits, how to develop new ones, and their importance in the world of work.
Matt Rogers, co-founder and vice president of engineering at Nest, recalls how working on projects at Apple from beginning to end put him in a position to lead teams. He also talks about how a great career can be built by taking on projects that others think are unworthy.
Many leaders of corporate innovation efforts struggle to get the support they need from executives higher up in the organization. Top executives can be skilled at talking the talk about innovation, especially in public venues, but frequently fail to walk the walk when it comes to making key choices that determine whether an innovation project will happen or die on the vine.
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?
After dedicating his professional career to teaching team building in companies followed by fifteen years of travelling the world to teach people about the DISC model, author and keynote speaker Merrick Rosenberg continues his mission in a new book that takes a more playful approach to personal assessment and learning behavioral differences.
Astia CEO Sharon Vosmek shares research on what factors really increase group intelligence on teams: 1) Social perceptiveness of the team members, 2) Evenness of conversation over ideas between team members, and 3) The proportion of women on the team.
What should a roadmap that helps you develop corporate innovation capabilities look like? How do you bring new thoughts and approaches together with current and past initiatives (both successes and failures) and turn this into a single framework? How do you keep pushing and developing your organization to become more flexible and agile without losing out on the current overall efforts and expected results?
“Companies don’t disrupt, people do,” says Whitney Johnson, who is best known for her work on driving corporate innovation through personal disruption. She discusses the four things that help you know whether you’re on the right or wrong S-curve and shares examples of how to disrupt a constraint in a company environment. Tune in for more insightful advice.
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!