In an article by the Stanford Social Innovation Review, the authors addressed a recent study from the Bridgespan Group that identified an innovation in the nonprofit sector. Although 80% of nonprofit leaders consider innovation an imperative, only 40% of those leaders consider their organization ready for innovation. SSIR went on to discuss the six characteristics that empower nonprofit innovation.
Often managers make two distinct and completely opposite sets of mistakes when they’re tasked with managing highly creative employees. By means of their leadership approach, they either don’t acknowledge the uniqueness of their creative employees or they take the recognition too far and essentially create inappropriate expectations and division within their workplace.
Innovative and forward-thinking companies are successful because they have new, exciting, and useful products or services before others and consumers take notice of companies regularly producing the next big thing. These companies are more effective and they can grow more rapidly because their company culture encourages innovation among their employees. A company of “intrapreneurs” can quickly become a successful and noteworthy company.
Companies that encourage and reward intrapreneurship have a great advantage when it comes to retaining the best talents – especially important in today’s creative climate. Here are a few ways that your company can turn your employees into highly-engaged intrepreneurs.
Disruptive ideas don’t just happen – they must be championed. In doing so, intrapreneurs must address two fundamental truths when leading big idea innovation: that of value creation and that of persuasive communication. If you want to learn how to scale innovation across your enterprise and create a disciplined approach for creating market-changing ideas, One Hour Innovator is a great place to start.
Ambitious and impractical business schemes can often lack the fundamental elements needed to make them a reality, leaving huge expense and casualties of the blame game in their wake. The business world is littered with the remnants of unrealised programs and unsuccessful plans for development, several of them so high profile as to have attracted national notoriety.
It is important for any group or organization to have one or more strong leaders. To be a leader, it is critical that an individual has charisma as it will increase the odds that others will follow their words and believe in their ideas. However, charisma is not the only thing that an individual needs to be a good leader. What are some other qualities that are just as important?
Want to improve your leadership skills? Well, you can start by talking less and listening more. While your oratory skills may impress some, your ability to listen will impress even more. Great leaders understand the importance of surrendering the floor. Unfortunately, most leaders choose to dominate the conversation with rhetoric and fail to engage in proper communication, which requires listening.
The assumption that an introvert is insecure or antisocial can do a major disservice to that person – and to your company. To truly innovate and grow your business, it’s important to utilize all of the skills that your employees can contribute in their own way.
Alongside the annual Innovation Leaders analysis of large organizations’ performance, we also identify upcoming companies that are seen as potential future catalysts for change. While these are organizations that are yet to achieve global scale, they are already making significant impact. They are the companies that are inventing new technologies, applying new business models and creating value in new ways that may well have significant global influence in the years ahead. Some are new ventures; others have been around for a few years and are building momentum.
In this podcast, Joshua Spodek discusses his journey from PhD student of astrophysics to launching and failing in the business world, and finally becoming a sought-after leadership coach and professor at NYU. He also touches on practical tools and exercises used to build the leadership muscles, and explores the importance of experiential learning or project-based learning for building leadership and personal skills.
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.
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.