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.
This time of year is full of meetings with leadership and teams in order to help them prepare for the year ahead. People discuss financial goals, sustainability goals, profitability targets, customer success metrics, and more, but there are also numerous research & development teams out there who are coordinating their annual innovation strategy who struggle in their process to create a cohesive innovation strategy.
Embrace Innovations Co-Founder and CEO Jane Marie Chen describes how the sudden loss of a corporate customer threatened to end her organization’s operations and served as a wake-up call that a more sustainable business model was needed, prompting Embrace to adopt one where its humanitarian efforts would be supported by the sale of baby products intended for retail consumers.
As you determine how to build a networking culture within your organization, it’s important to understand how networking actually works. One of the most knowledgeable people on organizational networking and—how this supports innovation—is Rob Cross, a professor in the management department of University of Virginia’s McIntire School of Commerce.
Innovation has become a business mantra and a word that threatens to lose all meaning every time it’s uttered at another conference or thrown into another book title. But in spite of its omnipresence it continues to be essential – a growing field – and one of the only practices that might save businesses from extinction.
In the age of permanent uncertainty there is a resurgent interest in scenario planning. Executives that have witnessed high profile decline of strong companies know that past success is no guaranteed guide to the future. Kevin McDermott & Peter Kennedy argue that scenario planning can be lifted out of its conventional uses in strategy development and risk management and used instead to avoid “opportunity blindness”.