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.
In a study of 5,000 adults in the US, UK, Germany, France, and Japan conducted by Adobe about creativity, they came up with some interesting findings. To begin with, they asked every participant if they felt creativity was valuable to society and two-thirds of the respondents said “yes.” Perhaps even more significantly, 80% of them felt that unlocking creativity was critical to economic growth.
As organizations increasingly focus on building corporate cultures that are more open to new ideas, they are examining ways that they can engage a range of employees in innovative thinking and actions. In the past, the answer to this kind of effort was to run a challenge and pat yourselves on the back for a job well done.
For HR and business managers, it can be challenging to create a productive workplace where employees are motivated to be engaged. It may be time to make work fun again with a variety of practices and tools that are implemented. To transform the environment of your workplace and create a positive environment. Here are a few simple changes that can benefit the business.
In the past year or so corporate innovation leaders have clearly taken an “ecosystem” perspective to their innovation activities. What this ultimately means is that they view all of their program’s activities as a connected whole and driving towards higher-level goals, often aligned with broader cultural change.
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.
There are always periods when, as a manager, you might feel that your team members aren’t as productive as they could be, when their morale seems a little low or when they don’t seem as fully engaged with their work as you would like them to be. This can lead to them leaving the company if the situation becomes really bad, which costs the company both money and time spent either hiring a replacement or training a current employee to replace them.
According to a recent Gallup poll, around 31% of U.S. employees were engaged in 2014. Why are employees less engaged? Some of the blame is due to burnout at work. This burnout, characterized by severe mental and physical exhaustion, is leading to a lack of interest, reduced employee engagement and less work being accomplished. Most of the theories that have been devised in this regard suggest that the main cause is too much work and strain, but this might not be the case.
At the beginning of the twentieth century, research and development was a highly guarded and elite practice. Imagine laboratories peopled by white-coated scientists who had passwords to protect the doors to their office. This kind of research and innovation was highly successful for a long time – it gave us electrocardiography, DNA fingerprinting, and many Apple products.
In this IM Channel One webinar authors Jamie Notter and Maddie Grant share research from their latest book, When Millennials Take Over: Preparing for the Ridiculously Optimistic Future of Business, which identifies the four key capacities that must be developed inside organizations in order to successfully engage employees in the innovation process.
Innovation has become a bit of a business buzzword. Every CEO and CIO worth their salt wants to be seen to be on the forefront, bringing new products and services to a market. However, it doesn’t always go to plan, and rushing in to things head first without the proper due diligence can land a company in hot water.
We’ve covered some essential ground to help you prepare your innovation journey, and now it’s time to put these concepts into action. The innovation formula addresses the very specific tasks that have to be accomplished for innovation to emerge from your organization not only as a matter of luck or at random, but through a concentrated effort that results in sustained innovation performance. Here you will find the Taking Action steps along with 25 additional suggestions that we hope will help you to think and plan creatively and productively about how to make innovation a reality in your organization.
What company wouldn’t want to come out with the next iPhone, online bookstore or Swiffer mop? In the right circumstances disruptive innovation can be a valid path to drive the long-term survival and growth of a mature organization. But Anthony Ferrier argues that most companies are not in that environment. They talk (a lot) about pursuing disruptive innovation, but the reality is that they don’t really want, or are able, to support it.
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.
Surfing the crowd has hit the mainstream…Young, agile firms have always been known for their disruptive ideas. Increasingly, enterprises are keen to foster a similar innovation culture so that great concepts can surface even in a company with thousands of employees. The challenge comes when there are many layers of management and frontline workers are struggling to navigate the corporate hierarchy so their ideas are heard by the leadership team. In a bid to transform its business, Microsoft recently announced it would cut thousands of middle management jobs to ease the flow of information and decision making, ‘no longer respecting tradition but only innovation’.