In today’s episode of the Innovation Ecosystem podcast, Kevin Cashman discusses with Mark the rationale and research behind “The Pause Principle,” which aligns strongly with the notion of “creating space” explored by previous guests like David Allen, Lisa Bodell and Heiko Fischer, among others; about Kevin’s new interest in the concept of “story mastery”; and finally some fresh insights into the qualities of a great versus a good leader.
Lack of diversity among employees hurts a company’s ability to innovate and remain competitive. Diversity – both inherent and acquired – naturally drives innovation through team members’ different abilities to spot gaps, solutions, and opportunities; to avoid groupthink; and to reach clients and customers who were inaccessible before.
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.
Meg Whitman, president and CEO of Hewlett Packard Enterprise, recalls how HP’s turnaround back in 2011 began with a return to the company’s founding corporate values and business objectives. She also discusses how leaders can take advantage of certain opportunities to carry out actions that can convey a symbolic message throughout an organization and get people’s attention.
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?
February 2, 2017 | By: InnovationManagement | In:
According to TM Forum’s recent global survey of service providers, nothing is more important to success than customer engagement. Indeed, many service providers’ transformation programs are led by customer centric approaches. Join us at this TM Forum event, Customer Engagement Strategies for the Digital World, where we will be exploring multiple dimensions of how service […]
Innovation tends to thrive in an environment where there are less bureaucratic restraints and an appetite for calculated risk. However, without a structured management system in place, experimentation can go awry and great ideas risk falling by the wayside. This is where accountability and autonomy can provide the essential framework to support the innovation process to its full potential.
Our existing organization needs to envisage a changing world full of disruption that calls for radical change. To meet different challenges, to be highly adaptive it needs to begin to organize around ecosystems to deliver on a vision that recognizes it has to be part of a greater collaborating network to thrive in this highly connected world.
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.
When it comes to transformation programs, internal alignment forms the foundation for strategic success. Naturally, aligning an organisation to its strategic priorities requires serious upfront investment in terms of time. But without this time, it’s a case of ‘fail to prepare – prepare to fail’.
This year’s Management Innovator Award was won by a team of experimenters for their unconventional approach to organizational governance. The Budapest-based Society of Management Innovators announced the results of the international competition on December 16th, 2016.
Innovation at best is like watering a nice healthy plant, making it grow and blossom; however, watering without the plant is just getting the dirt wet. Nothing happens. Currently, all over the world and with more than 100 major innovation themed events yearly, complete with great photo opportunities for local and national leadership, most nations have little to show for these super expensive efforts. It seems that we talk a lot about innovation and find ourselves stuck in the suffocation of great ideas. And, suddenly the Trump nation erupts on a high note!
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.
Michael Gervais is a high-performance psychologist who works in the trenches of high-stakes environments, he is a recognized speaker on optimal human performance, and he is the host of the Finding Mastery podcast. What can Michael teach us about success in the corporate world? Well, just a few of the important topics Mark and Michael discuss on this week’s episode are: Why is an understanding of the space between hesitation and commitment so fundamental to raising performance? What is micro-choking, and how can you dissolve pressure? A definition of failure that challenges us to step up.
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.