Does your organization or workgroup rely on “intrapreneurs”—the lone maverick in your company who comes up with that great idea while swimming against the coroprate tide—to innovate? An article recently published on the Harvard Business Review, makes a compelling case that successful innovation doesn’t come from the lone intrapreneurs, but from “a company-wide endeavor, supported from top to bottom by systems, structures, and a company culture that nurtures transformative ideas and products.” We’ve long recognized that innovation occurs when companies have a culture supports risk and innovation, and have a system in place to manage the innovation process.
According to the article, “The intrapreneurship concept… focuses its hopes on a genius who can swoop in to save the day. Instead, we must start thinking of innovation as a capacity that needs organization-wide support.”
How do you approach change in the workplace? Do you like to initiate it? Do you have lots of questions about why and how? Would you rather see things remain as they are? Barnes & Conti CEO Kim Barnes recently wrote and article entitled, “Your Change Attitude–And How to Work with People Who Might See it a Different Way,” which begins by identifying the four attitudes that most people have regarding change in the workplace. Kim continues to discuss how you as a change leader can tap into, incorporate, and find the value in each of these attitude, especially when the outlooks differ from your own attitude towards change. According to Kim, the change process may take longer, “but when you get there, you’ll look around and find that most people are there with you.”
Nelson Soken, Barnes & Conti’s Chief Innovation Officer, wrote an article on investing in learning and development when focused attention is becoming scarce. Nelson argues that investing in learning and development delivers significant rewards to everyone in the workplace. He continues with eight principles and New Year’s resolutions for investing in learning and development.
Nelson Soken, Ph.D. Barnes & Conti Chief Innovation Strategist, wrote a new article about creating an effective learning strategy not just to get the most out of training and development, but to manage organizational change and deliver value. The article is entitled, “Training and Development: Changing Hearts and Minds to Deliver Organizational Value.”
Here’s a brief quote from the article: “What is necessary is creating a clear and inspiring organizational vision of the future, strategically aligning it with the organizational, learning, and talent development strategy, and then delivering individual/organizational change by changing people’s mindsets and behaviors over time that leads to action and results.”
Follow this link to read the entire piece.
Framing—or reframing—is a strategic tool which is useful to exercise influence and to manage change. In this article, Kim Barnes discusses making what is considered new and potentially threatening into something both familiar and comfortable.
So how can we use the understanding that people are comfortable with what they know and skeptical or even fearful of things that fall outside of their experience? As innovators and as influencers, we need to be willing to understand how others perceive the world. We need to find a way to locate our ideas on their map of reality.
Read the article on our website