Follow these 10 tips and become a team of office superheroes 1. Create Common Vision A common vision for all team members is essential for team building and organisational success.
Innovation Expert Panel The fifth major issue to be tackled by our distinguished panel of innovation practitioners is innovation culture, specifically: How do you build and sustain a culture and climate for innovation and entrepreneurship, and how do you encourage "smart risk taking" and drive out fear of failure?
Creating a culture of entrepreneurship is in fact quite a challenge, depending on the nature and maturity of the enterprise. The more mature and well established a business is, the further it is from the original entrepreneurship.
Such organizations, are mostly populated by managers albeit excellent professionals and no longer with leaders. In this situation, the culture of entrepreneurship and risk taking can only be driven top down, by example, repetition and leadership. Also, the culture of rewards has to be modified to match the desired culture of entrepreneurship.
Organizations, like their people, must learn to repeatedly reinvent themselves, and not be set in permanent molds or cast in stone. The reality is that most early claims of encouraging innovation and innovativeness are met with a hefty dose of skepticism.
The skepticism can be stated quite bluntly or couched in polite words of support, followed by inaction. I am not sure which is more frustrating to the goals and efforts of the innovation manager. Succeed or fail, it is necessary to keep going at all times, providing a transparency of process that instills confidence.
As in life, once trust is lost, it is hard to win back. Finally, an ingredient that you may not expect is courage.
The role of personal and organizational courage cannot be underestimated. It is the third vital leg of innovation. It is hard to think of successful, disruptive or breakthrough innovations without an individual, team or leader taking a strong personal risk.
Particularly in risk-averse organizations or environments, this is critical — some foolhardy soul must take the first step, driven by the passion of his or her idea, and trust that even if the effort ultimately fails, it was worth it!
Hopefully, the organization reciprocates by reward rather than retribution, and by so doing firmly implants the first vestiges of innovation culture. The right incentives can be summarized in three main elements: Giving innovators the time and space required, giving them a chance to be creative and bold.
Examples of good practices on giving time to innovators include these: Giving the employees a small but fixed amount of weekly time to work on alternative and pet projects, away from the routine activities required for the main business.
Supporting alternative training programs on competencies and skills, away from the traditional technical and administrative training. Promoting lots of activities away from the office, close to final customers and consumers.
The right space to innovate is critical to innovation. Innovative companies move away from traditional boring, grey, over-structured workplaces and give their employees lots of visual incentives, walls to hang stuff, places to start and maintain new conversations, prototyping and testing labs, and open spaces to see trees and the sky.
Providing the right mix of diverse people on the innovation teams. Bring women, young people, people from the periphery of the organization and other outsiders onto your innovation team, who will bring new and fresh insights, and will help you to build up an exciting innovation culture.
Fostering connections and relationships. A real support to conversation is an open exchange of ideas. The biggest corporate blocks to innovation are: Optimization of functional activities supersedes optimization of company performance.
The existing business model inhibits consideration and implementation of alternative models.Facilitate and participate in collaborative work arrangements to foster innovation. Build and lead teams to work in ways that maximise opportunities for innovation.
3 Promote innovation. BSBINN Build and sustain an innovative work environment.
BSBINNA Build and sustain an innovative work environment. How leaders can inspire people with passion and purpose to build a foundation of trust to set the stage for outstanding results and world-class innovation.
Upon successful completion of this course, you will have developed skills and knowledge required to build and sustain an innovative work environment in the screen and media production industry.
Mapping Notes Date; Supersedes and is equivalent to BSBINNA - Build and sustain an innovative work environment: Updated to meet Standards for Training Packages: 24/Mar/ BSBINN Build and sustain an innovative work environment RTO Training Resources.
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BSBINNA Build and sustain an innovative work environment Date this document was generated: 26 May Approved Page 2 of 10 issues and challenges associated with building and sustaining an innovative work environment. Context of and specific resources for assessment.