Drawing a connection between innovation and workplace purpose often eludes companies looking to hire the best people for their teams. Let’s take a look at what needs to happen to make this possible.
In today’s workplace, technological innovation is key to retaining your best talent. From telecommuting, to growth and career development, to improved communication and collaboration, and beyond, there are myriad ways you can keep your employees happy and productive.
Bottom-up innovation is fueled by many ideas initiated by employees, as opposed to top-down innovation, which is fueled by a strong vision – often by the company’s founder. Bottom-up innovation leaders are entrepreneurial, supported by management’s emphasis on creativity and a can-do culture, and often share these eight attributes.
To amplify your company’s presence and scale your influence, innovation teams need to harness informal networks and not simply rely on formal structures to create a thriving innovation eco-system. Enter Innovation Catalysts: natural champions who are believers, idea generators, problem solvers, mentors and sponsors in your organization.
Organizational innovation requires discipline. And like any other discipline, it requires monitoring and training to make sure that you’re on the cutting edge of your capabilities. But what skills should you focus on building and how can you track your progress?
Numerous leaders and community organizers have been talking about public service lately, especially in the US – mostly encouraging the public to take place in ongoing dialogues and to volunteer in their communities in order to create positive change at local and national levels.
Many of our customers have asked “what are the most important organizational values to nurture innovation?” Some of them may seem obvious or (at least) familiar: transparency, the embrace of digital solutions, the ability to celebrate failure, but we’re coming to discover that the most important value that you can embrace as part of your innovation programs is diversity.
Employees located in the same office generally have no lack of interaction and can discuss their projects and demanding tasks together any time. But those who work in different branches and different cities may face real problems with team work. The same happens with those who work remotely and don’t have a physical office. Among the growing number of startups along with big international organizations this problem is growing. Roughly 87% of organizations admit that engagement is one of their top challenges that should be addressed in a proper manner.
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?
In a field centered around fresh, outside-the-box thinking, it is no wonder that there is such a broad range of definitions for the term innovation. Creating a clear-cut definition for the term is critical in shaping the culture of innovation at your organization and will help you determine which resources to allocate to your program.
In early September 85 smart people gathered for two days at the Pfizer conference center in New York City to talk about their practical experience in identifying, engaging, driving value from and (at times) failing with the most innovative employees in their respective businesses. The 2016 Corporate Intrapreneur Summit was 100% on point in targeting key areas of interest around how intrapreneurs in a corporate setting.
Most innovators cultivate traits like creative risk taking, positive reinforcement and strategic planning. However, there is another branch of innovation in which innovators still require a great deal of training.
The trends and challenges impacting contact centre people, processes and technology, illustrated with case studies and in-depth Interviews with customer service leaders.
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.
Emerald Therapeutics Co-Founder DJ Kleinbaum describes an exercise that allows his company to constantly re-examine its operations and culture, where all new employees are asked to keep a journal and write down their initial impressions of anything unusual. They are then asked to turn to coworkers with more tenure for an explanation, and possibly suggest solutions.