I’ve been focused over the past couple of months writing about how to create innovation in the workplace. Really, being an innovation leader comes down to one simple question: Do you believe people are fundamentally good? Because if you do, you are led to: Hire for diversity Give people freedom with trust at the core Structure rules that help people exhibit the good instead of bringing out the bad So, do you believe people are fundamentally good? Innovate or die. Like this post? You may also like: Leading through Expectations and Empathy 3 Questions for Balancing Empathy and Expectations
Is there such thing as too big in business? Can a company become too big and therefore too bureaucratic, thus limiting its ability to innovative entirely? To address this question, the easy answer is to just point you to reading The Innovator’s Dilemma. It answers this question thoroughly. But for the sake of this blog post, I’ll tell you, it depends. The book will tell you it depends on whether or not what you are creating is a disruptive technology or a sustaining technology. The best way I can describe the difference in the two is that sustaining technologies improve
“At Google, we front- load our people investment. This means the majority of our time and money spent on people is invested in attracting, assessing and cultivating new hires.” – Work Rules! Let’s face it, hiring is where your organization starts. It’s where HR starts its job and quickly proves or disproves its value, and it is where, as I saw through digging through lots and lots of research and writings by those who are winning in business, where you need to be focused on intently if you are going to be able to have an innovative workplace. But we’ve
Innovation is a buzzword in business now. In a fast-paced world where change and adapting is necessary in order to survive in business, innovation seems to be what all people want to point to that keeps companies alive. “Innovate or die” we hear. But is it worth all the hype? Despite the fact that I often hate cliché words or phrases (don’t ask me about what I think about the word “synergy”, for example), I’m on the innovation bandwagon. I believe in today’s business world it truly is what separates the winners from the losers. And you can see why
Talent Management Strategic Plan Contractor Services and Fabrication Company is a family-owned industrial contractor in high growth mode. With a desire to continue to foster successful growth through it’s greatest asset, its people, CSFCO worked with Horizon Point to design and implement a strategic and talent management plan for the company. The plan included: A Strategic Analysis identifying the company’s Strengths, Weaknesses, Opportunities and Threats Identification of Organizational Values and action plans to drive competitive advantage around each organizational value. This included fostering the company’s first annual company-wide meeting to communicate the values and plans in order to drive company