Four Ways to Spur Innovation at Your Company
How can other institutional leaders follow suit to foster the emergence of creation spaces and collaboration curves? Here are four broad suggestions:
More broadly, leaders must redefine the reason their institutions exist, breaking down institutional walls to move from scalable push to scalable pull.
Passionate individuals are usually talented and motivated, but they’re often unhappy – they see the potential for themselves and for the institution where they work, but can feel blocked in their efforts to achieve it. Institutional leaders must put mechanisms in place to connect these individuals with each other, and serve as their champion.
Modified incentive and reward systems help keep these people learning – through both success and failure – and rewarded for taking on more near-term risk.
These contrast with Enterprise 2.0 tools that mostly focus on collaboration within the enterprise. Enterprise 3.0 will eventually fuel the definition and deployment of new IT architectures designed to foster long-term, trust-based relationships across thousands of independent institutions–rather than short-term, narrowly defined transactions executed largely within a single institution.
What is HR really for?
So hereâ€™s a heads-up on a new shot across the bows from Stefan Stern in Management Today. Stern argues that HR is still in danger of becoming a bureaucratic pariah and suggests a way forward for HR professionals – â€˜if we are bold enoughâ€™.
Stern doesnâ€™t make his view about the path towards HRâ€™s â€˜glorious futureâ€™ as clear as it might be, but it seems to be a combination of two things:
* â€˜HR professionals need to be real business people, with a grasp of profit-and-loss realitiesâ€™
* â€˜Once some of that precious credibility has been (re-)established, there is an open corporate door for HR professionals to push at. And the prize is large.â€™
6 minute introduction to the Open Money and Metacurrency Project
â€œWhy we need multiple open currencies explained in 6 minutes: Fernanda Ibarra interviewing Arthur Brock and Eric Harris-Braun.
L’entreprise du 21Ã¨me siÃ¨cle : innovante et globale
Voici une belle prÃ©sentation Jean-Yves Huwart, concernant les principales diffÃ©rences entre les organisations du 20Ã¨me et du 21Ã¨me siÃ¨cle. Elle explique pourquoi innovation et collaboration en deviennent le coeur stratÃ©gique.
Un manager devrait Ãªtre lÃ pour aider ses employÃ©s Ã innover
Comme un air de dÃ©jÃ vÃ©cu ?â€¦ Ce type dâ€™organisation et de culture dâ€™entreprise, si commune, finalement, Ã©touffe pourtant toute tentative dâ€™innovation qui nâ€™est pas dÃ©cidÃ©e au sommet. Autrement dit, elle tue Ã peu prÃ¨s toute innovation. Tout court. Les porteurs dâ€™idÃ©es sont dÃ©couragÃ©s. Leur crÃ©ativitÃ© est mise sous cloche. Ils doivent attendre cinq, dix, quinze, vingt ans, le temps de monter dans la pyramide, avant de commencer Ã Ãªtre Ã©coutÃ©.
Posted from Diigo. The rest of my favorite links are here.