One of the odd paradoxes of organizational change is that all the initiatives companies undertake to support major transformations—learning programs, structural changes, communications plans and the like—can actually prevent effective change as much as enable it. The enemy is time. It may take months to bring a team on board to design and execute a change program, then several more months to make the transition to a new way of working. By that time, who can be sure the initiative is even relevant to the real business issues of the day? Maybe, instead, the change program ends up being more like last year’s fashions—handsome and well crafted, but out of date.
Making Innovation Happen
A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.
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Entries in Metrics (6)
Leading Outside the Lines - How To Synthesise Metrics and Informal Communication - Jon Katzenbach and Zia Khan, s + b
Integrating formal metrics and informal communication can lead to new levels of performance. Ed Carolan knows a lot about making soup. He also is a master at using performance objectives to motivate frontline workers. From early 2007 through 2009, Carolan was the general manager for StockPot, a business group within the Campbell Soup Company that makes fresh refrigerated soup for the food-service industry. (He has since moved on to become senior vice president and general manager for the snacks division of Pepperidge Farm, another Campbell Soup brand.)
A very interesting little blog and graph as a result of some research I was doing looking for some empirical data on the vale of creative leadership to business. In these moments when lots of businesses have difficulties, not just to keep results but to survive, it’s also needed to have a look at current reality and understand the reasons which take them to this situation. Specially if we observe other companies, few but existing, which keep growing, despite the economic situation. It’s also quite easy to look at external causes to explain poor business’ results: low demand, lack of fundings, taxes, etc. It’s lot more difficult to have an introspective look, from the consciousness about change starting from within, as leaders.
Training programs generate greater value for organizations when the curricula reflect key business performance metrics. Testing real-world outcomes is crucial, claim Jenny Cermak and Monica McGurk, Principals in McKinsey's Atlanta Office. This article makes the point that very few training programmes offer any metrics on the value of the training and offers some very helpful tips.
As much as I am opposed to the very notion of metrics in innovation, this article from Michael Brown of Brainzooming offers at least a starting point around the perplexing conundrum innovation measurement. Metrics strategy is a vital topic relative to innovation. Despite how important metrics strategy is, it's a challenging one for many businesses when it comes to innovation. Going back through my own experiences and secondary research on innovation metrics, here are a few starting thoughts on developing your metrics strategy: Begin developing your innovation metrics strategy by determining what factors drive ROI. Specifically identify which factors increase positive business returns and which reduce necessary investment. Starting with the end result in mind will better align the overall innovation effort toward delivering a positive return on investment.