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.
Often I read articles or books about top-down vs. bottom-up innovation and why one approach would be better than the other. After spending more than five years in the collaborative innovation space, I would advise going hamburger style!
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.
Many leaders of corporate innovation efforts struggle to get the support they need from executives higher up in the organization. Top executives can be skilled at talking the talk about innovation, especially in public venues, but frequently fail to walk the walk when it comes to making key choices that determine whether an innovation project will happen or die on the vine.
When it comes to innovation management, I see a growing number of companies in emerging countries like Turkey, Mexico and Brazil doing a better job than their counterparts in developed (primarily Western) countries. There are many reasons for this and here you get some of my observations.
“Everything has changed, even change has changed” is a proverb that is increasingly true. In this article Bengt Järrehult will describe the good old top-down or cascading approach compared to a more bottom-up or viral way.
Any business can commit to successful design thinking. Even Wal-Mart has dabbled with it. The key, according to John Miziolek, is that the CEO must be focused on identifying, developing, and deploying innovations that lead to real competitive advantage. Design thinking leads to that future.