Despite their rising popularity, many companies are finding it difficult to yield sustainable results from their innovation and intrapreneurship programs. What does it take to go beyond the one-time initiative (or in rare some cases, the one-hit wonder)? We sat down with four speakers for the upcoming Intrapreneurship Conference in London, as a taster to what will be discussed during the day.
The potential of Design Thinking becomes more and more visible because organizations like Apple, Coca-Cola, IBM, Nike en Proctor & Gamble not only show overtly that they use it, but start showing significant results. They outperformed their peers in the last decade with 219%, measured by the Design Value Index (assessment by Design Management Institute).
As companies increasingly look to drive innovative and intrepreneurial behavior with their employees, they are examining ways to recognize and reward around these efforts. Both Shannon Lucas (Director of Innovation, Vodafone Global Enterprise) and Anthony Ferrier (CEO, Culturevate) have deep levels of insight to this area of growing importance to innovation and HR leaders.
Take a quick glance around your office. What do you see? Categorically “Start-up” types in t-shirts and jeans passing bottles of craft beer around? Or “Suits”, with their collars starched to perfection, hunched over their laptops and scrambling away at emails? What would happen if we flipped these scenarios around? I for one, would love to see my accountant rock up to work in a Hawaiian Shirt; a calculator in one hand, and a piña colada in the other. But what difference would this make?
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.
William Perry, emeritus professor of management science and engineering at Stanford University, explains how employee ownership of his early startup, ESL, resulted in a positive workplace culture. “To succeed, the leadership of the company has to identify and associate themselves with the customers’ problems,” the former U.S. Secretary of Defense tells interviewer Steve Blank.
To be able to use the full potential of innovation, psychological safety within teams and organisations is essential. Psychological safety is the shared belief that it is safe within the team for interpersonal risk taking. There is a direct relation between a psychological safe climate and performance of the team. (Edmondson 1999)
Astro Teller, director of the moonshot factory at Alphabet known simply as X, explains how he is a “culture engineer” and how he systematizes innovation by creating a work environment where employees are encouraged to be audacious. He says they are given the freedom to work on projects that inspire them and that they want to own – whether they fail or succeed.
While discussing the role of a designer in a corporate context, Lee Fain (Design & Innovation at Electrolux) and Anthony Ferrier (CEO, Culturevate) exchange views on a number of questions that are critical to the implementation of design leadership: How can design leaders scale their influence? Does the designer’s representation need to come directly from a designer, or can it come from another leader with an interest in design? Finally, where does design typically sit within an organization? Join us for this latest clip from Innoview – a new interview series with a focus on developing cultures of innovation and intrapreneurs within corporate settings.
This is the third part of a three-part article series. We are investigating why – despite all the investments made into the early phase of innovation – innovation results remain disappointing. We call this the “corporate innovation problem”. In the first part we illustrated that companies are investing heavily into the early phase of innovation. In the second part, we provided some metrics on the corporate innovation problem and found that the corporate innovation problem actually consists of a “complexity” problem” and a “system problem”. In this article, we show six levers to change the “system problem” and think this is the way to solve the corporate innovation problem – and ultimately to increase innovation performance.
At Facebook, rather than asking permission, teams are encouraged to build and try things and then course correct if necessary, says Jocelyn Goldfein, director of engineering at Facebook. In response to a question from STVP Executive Director Tina Seelig, Goldfein also explains how Facebook CEO Mark Zuckerberg manages to stay tapped into product development across the organization.
This is the second part of a three-part article series. In the first part we illustrated that firms are investing heavily into the early phase of innovation. In this second part we show that despite of all these investments, innovation results remain disappointing. We call this the “corporate innovation problem”. We provide some metrics and find that there are two root causes. In the upcoming third part we will suggest that six levers can be used to address one of the root causes. We believe that moving these levers can provide a solution to the corporate innovation problem – and ultimately lead to increased innovation performance.
“Before you can create, you must forget,” writes Vijay Govindarajan (VG), one of the world’s leading experts on strategy and innovation in his latest book “The Three Box Solution – A Strategy For Leading Innovation.” Why does VG say this and what can we learn from him?
Innovation is at the top of the Management Agenda for many companies. For excellence in innovation, companies have to master the chain of activities from discovering valuable insight into unmet customer needs to successful market adoption.
However, despite large and growing investments into innovation, results remain disappointing. We call this the “corporate innovation problem”. In this 3-part article series we dig deeper into this problem and find that there are actually two root causes for it.
We focus on one of the root causes – the “system problem” – and work out six levers of improvement. Acting on these levers offers a solution to the corporate innovation problem and ultimately increases innovation performance.
An entrepreneur does not run a business with his or her acute business acumen alone: it comes with leadership skills. Here are some tips for a startup entrepreneur.