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How to Identify and Hire Truly Entrepreneurial Leaders. Entrepreneurs have become the new heroes of the business world.

How to Identify and Hire Truly Entrepreneurial Leaders

How America Gave Up on Change. The New Science of Team Chemistry. Pioneers, Drivers, Integrators, and Guardians Organizations aren’t getting the performance they need from their teams.

The New Science of Team Chemistry

The New Science of Team Chemistry. Pioneers, Drivers, Integrators, and Guardians Organizations aren’t getting the performance they need from their teams.

The New Science of Team Chemistry

That’s the message we hear from many of our clients, who wrestle with complex challenges ranging from strategic planning to change management. But often, the fault doesn’t lie with the team members, our research suggests. Rather, it rests with leaders who fail to effectively tap diverse work styles and perspectives—even at the senior-most levels. Some managers just don’t recognize how profound the differences between their people are; others don’t know how to manage the gaps and tensions or understand the costs of not doing so. To help leaders claim this lost value, Deloitte created a system called Business Chemistry that identifies four primary work styles and related strategies for accomplishing shared goals.

Understanding the Styles. How Work Styles Inform Leadership. Adam Malamut Two years ago, when I was chief talent officer for Marriott, I was tasked with streamlining and modernizing our learning and development capabilities.

How Work Styles Inform Leadership

I’d assembled a new team and wanted to make sure we understood one another, our roles and responsibilities, and our strategic objectives before embarking on this journey. We used the personality style framework not only to understand our own strengths and weaknesses and how to work more effectively together but also to identify where we needed to augment the team and what we could realistically accomplish in our first year, and then our second. The New Science of Team Chemistry. Pioneers, Drivers, Integrators, and Guardians Organizations aren’t getting the performance they need from their teams.

The New Science of Team Chemistry

How to Get Ecosystem Buy-In. In a number of industries today—including aerospace, electronics, chemicals, software, global construction, global investment and commercial banking, and international manufacturing—even simple product or service innovations can become complicated.

How to Get Ecosystem Buy-In

Zipcar Doesn’t Just Ask Employees to Innovate — It Shows Them How. Innovative companies have innovative cultures.

Zipcar Doesn’t Just Ask Employees to Innovate — It Shows Them How

Always. Think of Google, or of how GE has sustained an innovation culture that goes back to its founding father, Thomas Edison. Today GE has once again reinvented itself, as “the digital industrial company” — not bad for an organization founded in 1892. As mysterious as it can sound, creating a culture of innovation isn’t rocket science. The dynamics are simple: Employees have experiences that come from leaders’ conscious and unconscious decisions and behaviors. How do you do that? Use Symbolic Experiences Zipcar, one of the first ride-sharing services, almost singlehandedly established the “sharing economy” in the United States and paved the way for others in the industry, like Uber and Airbnb.

La clave del éxito o fracaso de una innovación. Indra implanta un nuevo modelo de innovación para fortalecer su relación con startups y universidades y fomentar el intraemprendimiento. Indra, una de las principales empresas globales de consultoría y tecnología, está implantando un nuevo modelo de innovación para ampliar y acelerar de forma estratégica la capacidad de generación y captación de ideas potencialmente atractivas para su oferta de futuro.

Indra implanta un nuevo modelo de innovación para fortalecer su relación con startups y universidades y fomentar el intraemprendimiento

El Nuevo Modelo de Innovación, más ligado a las necesidades del negocio, abierto, ágil y flexible, pretende ampliar y reforzar la conexión de Indra con los ecosistemas tecnológicos de innovación a nivel global. About Innoquotient - Innoquotient. What?

About Innoquotient - Innoquotient

Innoquotient assesses an organization’s Innovation Culture. The survey diagnoses the organization’s strengths and weaknesses in terms of the firm’s organic growth capabilites. It provides guidance to executives to take concrete actions towards building and improving the organization’s Innovation Culture. Six building blocks for creating a high-performing digital enterprise. Digitization affects almost everything in today's organizations, which makes capturing its benefits uniquely complex.

Six building blocks for creating a high-performing digital enterprise

Here are the most important aspects that winning companies consider. Few companies need to be sold on the benefits of digitization. McKinsey research shows that companies have lofty ambitions: they expect digital initiatives to deliver annual growth and cost efficiencies of 5 to 10 percent or more in the next three to five years. Yet despite the often-substantial investments companies have made in digital initiatives, few see that kind of growth. Innovation Requires Two Cultures. By Professor Daniel Huber There is good news and bad news for big corporations about their innovation efforts. The bad news first: Executives and innovators do not speak the same language, do not have the same culture, and do not fit well together. Becoming A More Innovative Culture: From Assessment To Action. Becoming A More Innovative Culture: From Assessment To Action By Jay Rao & Joseph Weintraub Enterprise culture is a source of sustainable innovation.

The Three Horizon Approach to Innovation. Thinking through the management of innovation have you ever considered the Three Horizons approach? It is likely through this approach business leaders can adopt an evolutionary perspective across the entire innovation business portfolio. Enduring Ideas: The three horizons of growth. In this interactive presentation—one in a series of multimedia frameworks—Steve Coley, a director emeritus in McKinsey’s Chicago office, describes the three horizons framework. Based on research into how companies sustain growth, this approach illustrates how to manage for current performance while maximizing future opportunities for growth.

As companies mature, they often face declining growth as innovation gives way to inertia. In order to achieve consistent levels of growth throughout their corporate lifetimes, companies must attend to existing businesses while still considering areas they can grow in the future. The three horizons framework—featured in The Alchemy of Growth, —provides a structure for companies to assess potential opportunities for growth without neglecting performance in the present. Podcast. Leadership by Innovation - The Corona Organization.

Liderazgo a través de innovación - Organización Corona Leadership by Innovation - The Corona Organization. Innovators Under 35. Dinero Mentor. Home. The World's Most Innovative Companies. Eastman Innovation Lab. Eastman Innovation Lab.