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Innovation Excellence Weekly - Issue 27

Innovation Excellence Weekly - Issue 27

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Published by Braden Kelley
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Scribd. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Scribd. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.

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Categories:Business/Law
Published by: Braden Kelley on Apr 06, 2013
Copyright:Attribution Non-commercial

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04/06/2013

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April 5, 2013
 
 
 
Issue 27
 –
April 5, 2013 
1.
 
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Matthew E May2.
 
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Greg Satell3.
 
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Tomislav Buljubasic4.
 
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..... Mike Myatt5.
 
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Nicolas Bry6.
 
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Jeffrey Baumgartner7.
 
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. Tim Kastelle8.
 
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Salvael Ortega9.
 
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Stephen Shapiro10.
 
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Deb Mills-Scofield
Your hosts, 
 and 
,are innovation writers, speakers and
strategic advisors to many of the world’s leading companies.
 
“Our mission is to help you achieve innovation excellence inside your own organization by making
innovation resources, answers, and best practi
ces accessible for the greater good.”
 
Cover Image credit:
 from Bigstock
 
Step One in Cultivating an Innovation Culture
 
Posted on 
 by 
When I speak to groups or meet with prospective new clients, one of the mostfrequently asked questions I field is:
What’s my first step in creating a culture of 
company wide innovation?
 I love the question because I believe that innovation must occur at every level of
the company. Now, that doesn’t mean (necessarily) that the receptionist is
going to create your next breakthrough product. But it does mean that everyone
must look for and find a way to do their work better than it’s ever been done
before, to look for and find new and better ways to deliver value to customers,and to do that at as often as possible, even every day.
For many companies, and perhaps even most, I believe there’s a pre
-
step: understanding that innovation is everyone’s job. Think
about it:where does the greatest cumulative potential reside? On the front lines. Not in the C-suite. There are simply more people on the front lines,more working with your system every day, more interacting with and serving customers daily. So it all starts with understanding that building aportfolio of cross-company ideas is like building any other high-
performing portfolio: it’s a numbers game.
 The challenge then is how to draw out the creative power of people in an organized, systematic way that provides a safe haven for everyone
involved, declaws the fear of failure, and begins to embed a real discipline around finding and solving problems. That’s the
first step.My suggestion is to shy away from big programs bent on massive disruption at first, and start with a single team
one manager and a natural
work group. Let’s say that manager is you. (The strategy is the same whether you’re CEO or a first
-rung supervisor, but from my experience,change spreads and happens faster at the front lines.)
You now s
trike a deal up front. Meaning, you agree to to say “yes” to your team’s idea or solution, one they choose, if it meets the
right criteria:
 1.
 
The team is to work in the general territory of something you feel needs attention
something of concern or that clearly advances a current
business objective. (It’s probably something that keeps you up at night).
 2.
 
The idea theme must concern something within your base of responsibility, power and control
something you can sanction immediatelywithout further approval.3.
 
The team is to develop a no- or low-cost solution that can be piloted quickly.4.
 
The team works on a problem they all touch and have working knowledge of.5.
 
The project must result in a clear value enhancement: quality, cost, speed, etc.

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