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.
Currently leading Human Performance for Red Bull, Andy works with hundreds of international athletes and business leaders to develop and implement elite performance models. In today’s podcast, Andy and Mark sit down to discuss the intricacies of human potential and how certain qualities of elite performers resonate across sectors, industries and arenas; how companies can evolve to enable more talented employees to excel and his project Human 2.0 which looks at how new technologies especially in the arena of Artificial Intelligence encourage us to explore our own potential at a much higher level.
In this episode, Lisa and Mark reconvene to share more essential tools for leaders and teams to simplify their work environment from her second book, Why Simple Wins, they explore insights into how companies like SAP, Southwest Airlines and Syngenta are putting simplification principles into action. Join us to learn how simplicity can give you and your organisation the competitive edge of our time!
Talent Management provider DeepTalent has just released a new report showing to which companies employees of the biggest tech companies are going to.
Switzerland – a tiny country with few natural advantages – has become incredibly successful in the world of banking, pharmaceuticals, machinery, and more. James Breiding, author of the bestselling book, Swiss Made, explores the enabling factors for innovation in Switzerland. He makes the point that when an entrepreneur comes up with a new and innovative method or product, there will be resistance from those who have accepted the status quo. Entrepreneurs as well as intrapreneurs need to have thick skin if they wish to disrupt the market.
June 23, 2016 | By: InnovationManagement | In:
In our next InnoView webinar, Shannon Lucas (Director of Innovation, Vodafone Global Enterprise) and Anthony Ferrier (CEO, Culturevate) will discuss approaches to rewarding, recognizing and recruiting employees around innovative behaviors, with a goal of increasing the flow of new ideas and driving a broader culture of innovation. As companies increasingly look to drive innovative and […]
Humans are innately concerned with what makes up the creative inventors among us. We want to know how to cultivate our inner innovator and nurture those qualities that will serve us both as individuals and as employees.
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.
When I meet with corporate leaders we invariably get onto the topic of their business challenges. Some reoccurring themes that are increased competition, cost / margin pressures, regulatory hassles, globalization, etc. However, the more recent discussions have centered around one theme. Talent.
You don’t need to look far to see risk in innovation leadership. Yet many entrepreneurs lack a sufficient understanding of how to judge and deal with risks. In this article we introduce a model for classifying risks in innovation leadership. In turn, we discuss how some of these risks can be reduced or averted, and in some cases even embraced and reframed to mean something positive.
The terms creative leadership and innovation leadership are being used more and more. Creative qualities in leaders are nowadays greatly desired, say research surveys: Lack of creativity is seen as the most serious shortcoming in new hires reports the Economist’s Global Talent Index Report 2012 and creativity is seen as the most important leadership quality in a 2012 study of IBM under over 1,500 CEO’s. So, what is Creative Leadership and what is sparking this interest in it?
Since we’re obliged to pursue innovation in a competitive marketplace, speed matters. In fact, it matters a great deal, for your competitors aren’t waiting, and you cannot afford to allow them to get too far ahead. The faster you recognize new trends, threats, and opportunities, the faster great ideas get discovered and created, the faster they get to market, the faster you earn money, build brand, and extend the relevance and reach of your firm into the future.
Is Germany loosing the connection to today’s speed of change? In his new book “Germany’s Innovation Jam – How we create a new generation of founders,” Author Jürgen Stäudtner looks at German innovation pitfalls and corresponding resolutions.
It is the duty of management to ensure that the human capital they are responsible for are working productively. Appropriate recognition of excellent work by employees is a huge part of having a happy and productive workforce with less turnover. If employees are starting to work less efficiently, it may be time to reinvent management practices to rejuvenate your company culture.
Which companies lead the world in turning creative ideas into protected, commercialized inventions? The IP & Science business of Thomson Reuters, the world’s premier provider of intelligent information for businesses and professionals, answered that question today with the announcement of its fourth annual 2014 Top 100 Global Innovators list. The program honors the 100 most innovative organizations globally, as measured by a series of patent-related metrics.