In his talk at TEDx Koeln, Heiko Fischer builds a strong case for turning Human Resources on its head by enabling employees to become resourceful humans instead. He argues that businesses should be designed around a network of entrepreneurial teams contributing autonomously to the best interest of its customers. Fischer’s company, Resourceful Humans was awarded the Management Innovation Award for enabling democratic entrepreneurship at HAUFE. RH combines its maverick management framework with cutting edge networking technology like aiRH, to optimise work environments for people and products.
Many executives talk a lot about innovation, but they don’t really know how to make it happen. A corporate innovation team asks themselves: How do we “educate” our executives on innovation management and develop stronger corporate innovation capabilities together?
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.
It’s awesome when everyone agrees, isn’t it? Yes—and no. Most of us have, at some point, fallen into the trap of groupthink to avoid conflict and promote harmony in a group, whether at school, work, or on a committee. Groupthink has its perks: everyone feels comfortable, and there’s no risk of tension among members. It’s safe. Easy. Unfortunately, it can also kills creativity and innovation.
If you have an innovative culture already in place (meaning you’re working with stuff like agile project management, design thinking, lean, etc.) perhaps it’s time you consider Applied Improvisation Training. If instead you are a static and uncommunicative company, Applied Improvisation may even work against your innovation efforts. Edoardo Binda Zane explains more.
Innovation: We all have seen the biggest, most successful companies talk about it and share their success stories. We have read about it in the latest business journals and magazines. We all want it in our organization but the right recipe with the right ingredients is often elusive. In this article we will share different views and discuss key ingredients required to create, execute, and innovate in your organization.
Employees located in the same office generally have no lack of interaction and can discuss their projects and demanding tasks together any time. But those who work in different branches and different cities may face real problems with team work. The same happens with those who work remotely and don’t have a physical office. Among the growing number of startups along with big international organizations this problem is growing. Roughly 87% of organizations admit that engagement is one of their top challenges that should be addressed in a proper manner.
To gauge the innovation capabilities of an enterprise, it is helpful to apply a systematic method for assessing the quality of, and the relationship between the various and distinct dimensions that drive all functions of the enterprise. As with a sports team, simply having talent does not ensure success. It is the quality of the team work which ultimately elevates or hinders the level of their play.
The term “innovative workplace culture” is increasingly clichéd, with little thought about what it means in practice. And yet a successful workplace culture is a business imperative for companies expected to lead the way in design and innovation in today’s experience economy.
When Céline Schillinger looked around her workplace she saw that the system didn’t value the diversity of competencies that different people could bring. They were being wasted. The system was focusing on a very narrow bandwidth of talents and always promoted the same kind of people, coming from the same background, and with the same kind of thinking. She decided to do something about it. Céline was called a troublemaker by her bosses, but thanks to her passion to grow and improve on rigid corporate systems, she was awarded Woman of the Year — La Tribune Women’s Awards in 2013. Céline is now the Head of Quality Innovation & Engagement at Sanofi Pasteur, the vaccines division of the multinational pharmaceutical company Sanofi.
While the importance of innovation is crystal clear for many organizations, daily execution usually remains challenging. When renewing products, services or business processes, companies often encounter the same obstacles. But what if companies could learn from each other? Can innovation be streamlined by sharing successes and failures? That’s precisely what the first CREAX innovation roundtable was determined to find out. In collaboration with Oracle, we gathered a diverse group of innovation professionals for a lively debate on how to move from theorizing to getting things done. This is what we learned.
How to organise a meeting in such a way that they result in creativity and energy? How to ensure that people are actively participating instead of being only passively attending meetings?
When faced with tricky business challenges, success is often linked with the ability to create new and meaningfully different experiences that are better than existing alternatives. Being different involves change, and implementing change and rethinking working practices is a big task for individuals and organisations.
After dedicating his professional career to teaching team building in companies followed by fifteen years of travelling the world to teach people about the DISC model, author and keynote speaker Merrick Rosenberg continues his mission in a new book that takes a more playful approach to personal assessment and learning behavioral differences.
David Bruno is Head of Innovation for a large Swiss Bank, and the co-founder of YNOME, a transparent marketplace that rates your financial management providers and helps you assemble your own private bank. David is innovating the fintech industry and discusses how he builds trust and transparency in an industry that’s notoriously very hush-hush and filled with regulations. He also provides insights into how he builds a diverse, multifaceted team to successfully innovate for the millennial market.