I thought you might like to know about a highly successful webinar we ran recently “How A Mature International Financial Services Organization Succeeded in Turning Innovation Into A Core Value for Success". The webinar explored how against the most turbulent financial times of recent history, Allianz UK over 6 years built and implemented a powerful innovation ecology that now contributes directly and measurably to the organization’s growth and value. It is one of the best examples of innovation practice globally I have come across and have had the pleasure to write and speak about. Interestingly,
Making Innovation Happen
A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.
This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. Tweet ______________________________________________________________________________________
Entries in leadership (183)
Most aspiring entrepreneurs believe their initial idea and inspiration requires the most important creative thinking. Experienced entrepreneurs will tell you that the initial idea is the easy part, and it’s the later implementation, and the competitive business marketing that are the real creative challenges. There is a tough balance here to achieve, since a large portion of starting and running a business requires analytical, logical thinking. In fact, our education and training to logically associate related concepts reduces our ability to add the creative side, even though we were all born without that bias. Maybe that’s why “thinking outside the box” is so rare. While looking for guidance on how to be more creative
IN the hunt for innovation, that elusive path to economic growth and corporate prosperity, try a little jazz as an inspirational metaphor. Enlarge This Image In business as in jazz, the tension between training and improvisation can result in great new works, says John Kao, the innovation adviser (and pianist). That’s the message that John Kao, an innovation adviser to corporations and governments — who is also a jazz pianist — was to deliver in a performance and talk on Saturday at the World Economic Forum in Davos, Switzerland. Jazz, Mr. Kao says, demonstrates some of the tensions in innovation, between training and discipline on one side and improvised creativity on the other. In business, as in jazz, the interaction of those two sides, the yin and the yang of innovation, fuels new ideas and products. The mixture varies by company. Mr. Kao points to the very different models of innovation represented by Google and Apple, two powerhouses of Silicon Valley, the world’s epicenter of corporate creativity.
To get a glimpse of what tomorrow's young global managers might be like as leaders, take a look at how today's young people think about communications. For one thing, they are devoted to connectivity. In a recent survey of more than 2,800 college students and young professionals in 14 countries, Cisco found that more than half said they could not live without the internet, and if forced to choose, two-thirds would opt to have an internet rather than a car. This intense desire to be connected leads to a demand for greater flexibility: Two out of five people said they'd accept a lower-paying job if the position offered greater flexibility on access to social media, the ability to work from where they chose, and choice on the mobile devices they could use on the job. Tomorrow's young managers will share these attitudes, and workplaces will inevitably become more flexible.
Creating, Growing, and Sustaining Efficient Innovation Teams - Casimer DeCusatis IBM Corporation, Poughkeepsie, NY
Economic forces such as the growing service economy and commoditization of traditional value chains have led many organizations to pursue breakthrough innovations as part of their business strategy. There has been an increased interest in collaboration and teamwork as catalysts of innovation, often without a clear understanding of the different kinds of teams that can be used to foster innovation or the kinds of team
building that will be most likely to yield desired results. The author describes a framework for innovation teams, ranging from highly structured to spontaneous, giving examples of how different kinds of teams relate to the characteristics of the next generation of innovators.
Read the full case study and see how it illustrates how one approach using preference profiling is more likely to yield tangible results from an innovation team.