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?
Results-based work environments, also known as results-only work environments (ROWE) aim to increase productivity by giving employees the freedom to work in the manner that suits them best as long as they produce results. The old paradigm of coming in to work at a set time and leaving at a set time hasn’t been the standard for quite some time. Employees regularly have to work long hours, and there is research that shows these long hours may be better spent working from home. The Sloan Center on Aging and Work at Boston College notes that this shift represents a dramatic change from the traditional 40-hour work week.
A lot has been written about Innovation Training in the recent past. At Culturevate, we clearly see the sense of such training, but there are some important conditions that needs to be met for these efforts to generate long-term impact for an organization. Not all companies understand these conditions, which often leads to mediocre results and missed opportunities. One extra difficulty is that a good Innovation Training should be driven by and aligned with several functional parts of a large corporate organization.
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.
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.
“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?
Design Thinking—a powerful methodology principally used in product design—is now influencing corporate culture, allowing everyone to be part of the creative process. Companies today are moving beyond simple brand and product design and are developing a strategic process to work more effectively and improve the customer experience. But how does this democratization of design principals within an organization effect the role and responsibilities of the designer? How does it change the way companies are thinking about design? In this clip from InnoView, Lee Fain (Design & Innovation at Electrolux) and Anthony Ferrier (CEO, Culturevate) discuss how design is changing in a corporate context.
In this clip of InnoView (a new interview series in partnership with FEI and Culturevate), Scott Millward (Chief Learning Officer, Farmers Insurance) and Anthony Ferrier (CEO, Culturevate) talk about impediments to innovation in a corporate environment and what you personally can do to deal with these challenges or perhaps avoid them all together.
Successful organizations know the significance of innovation in business. Apple is a good example of how effective innovation management can improve your products and scale up your business. After reaching on the brink of collapse, it achieved new heights of success by implementing effective innovation management policy. The success of its innovative management strategies once again brought it in the league of leading organizations. If you are an entrepreneur who wants to learn from innovative management strategies of successful organizations, consider the following thirteen strategies.
In our first session of INNOVIEW (our new interview series, in partnership with FEI and Culturevate), Scott Millward (Chief Learning Officer, Farmers Insurance) and Anthony Ferrier (CEO, Culturevate) talk about Innovation Culture and how learning and HR professionals are playing a more active role within the innovation space.
One thing that successful companies usually have in common is their willingness to give their employees great perks and benefits. Having great workplace benefits increases the employee’s willingness to go above and beyond for the company, which in turn benefits the organization.
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.
Dharmesh Shah, co-founder and CTO at HubSpot, lists some of the most common excuses early-stage companies give when asked why conscious effort isn’t put into developing culture. Entrepreneurs often point to office parties and perks, or the supposed importance of their mission as their startup’s culture. They also claim culture grows organically, or that they just don’t have time, Shah says.
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.
Authenticity and innovation are two of today’s biggest corporate buzzwords. They are often considered as separate values, but in reality they have much in common and in this article we will examine the areas of overlap and potential leverage benefits.