Find out by
participating in our Innovative Talent
Check!
The
Innovative Talent Tools and Workshops.
“…Our greatest measure
of success is when the time comes to select a
new CEO, the board selects the HR executive…”
Target:
Companies that
see innovation as crucial to their long-term
prosperity.
Goals:
Boost the
quality of innovation within the company and
increase the likelihood that both
incremental improvement innovation and
sustaining breakthrough innovation will
occur.
Method:
We help
companies develop and manage the three key
elements necessary for innovation to thrive:
-
 Managing
innovative talent
-
Knowledge
management
-
Building
and sustaining an innovative
company culture
Effective
management of superinnovators is a
challenge. Others often regard a
superinnovator as someone whose ideas
are unsubstantial, flawed, and
unworkable, and whose disposition is
caustic, imperceptive, and thrives on
creating disorder. We train the
superinnovator, knowledge experts, and
other members of the team to appreciate
each other, and work together in ways
that make their differences valuable to
themselves and the company. We work
closely with HR on initial opportunities
to create a concrete microcosmic culture
necessary to foster and sustain
innovation.
We also help
companies develop relationships with
non-competing companies to increase the
bench-strength of superinnovators. This is
a talent pool that amplifies its skill from
exposure to diverse problems and
opportunities.
(Click here for more
information)
Knowledge management
Knowledge
management consists of knowing where
knowledge resides and ensuring the company
keeps expanding its internal and external
knowledge capabilities. This is more about
interests, passions and driven
inquisitiveness than about competencies.
An individual can have sufficient knowledge
to be competent in his or her field, without
having the passion to be on the leading edge
of knowledge in a field. Likewise, someone
can be competent in his or her job, but have
a driving passion about an unrelated field
in which the person has deep knowledge.
The scope
of knowledge management exceeds the company
boundaries. We help HR focus the right
effort on knowledge tracking, and show how
this can drive every human interaction
outside the workplace. Knowledge networks
and innovation networks add great strength
in a company’s innovation initiatives.
(Click here for more
information)
Building and sustaining an innovative
company culture
The reason we
only target companies that embrace the
crucial nature of innovation to their
long-term prosperity, is that culture is
key. In the end, culture is top down.
Without the CEO subscribing to the need for
an innovative culture, the effort is likely
to be undermined by the CEO’s own behavior.
Clearly,
creating a culture, which supports
innovation across the organization, is the
big challenge. Working with HR, we
implement a strategy to bring the culture
into line with the right innovative
environment. The simple guiding principle
is “All interactions are to be
adult-to-adult behaviors”. This is very
difficult to achieve in a company that is
accustomed to a stiff hierarchical
structure. But, innovation requires an
environment where individuals always see
themselves as adults, capable of taking
measured decisions and articulating the
what, when, where, why, how, and who of
those decisions in ways that lead to
successful market delivery.
With CEO
support, HR is in the best position to
change the culture. Company policy,
performance measurement, talent management
and training all are tools that enable the
department to implement the strategy. At
the end of the day, where innovators thrive,
the company thrives. Our greatest measure
of success is when the time comes to select
a new CEO the board selects the HR
executive, who’s been responsible for
driving innovation and its culture within
the company, and positioning it for
long-term prosperity.
Within target companies we like
to start with the HR department because it is
the one department with the reach and mandate to
drive this type of change forward. It also
raises the HR role to being key to driving high
ROI business initiatives.
(Click here for more
information)
Managing innovative talent
Every human
innovates. It is what separates us from every
other known thing in the universe. But in a
competitive environment average innovation will
fail to ensure long-term prosperity. To be
ahead of competition, companies need to be able
to identify, and leverage the talents of, the
superinnovator. Historically, companies use
Myers-Briggs or the KAI measures to classify
talent. We like these measures. They are an
excellent starting point. However, they do not
clearly identify the crucial synthesis skills
necessary to be a superinnovator. Our method
does just that.
(Click here for more
information)
HR-Meter Expert:
Click here to learn
more about our Innovation Expert
The Innovative Talent Game.
The
Innovative Talent game is a fun way to get a
feeling for how our serious Innovative Talent
Tools assess superinnovators. The game itself
contains some aspects of our professional
assessments as well as portions simply intended
to stimulate your mind and curiosity. If you are
completely unfamiliar with innovative thinking
processes, then our Innovative Talent Game is a
fun, free and easy place to get started.
Sign-Up
Play
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