In this document we explain how we went from being an organization of hierarchical bankers, to a team of 16,000 systematic innovators who learn every day and believe that everyone can be innovative.
For all of the fervor around innovation, far too many organizations are hostile places for new ideas (not to mention the people that harbor them). All too often, new ideas are cooked up in a hothouse environment—the executive inner sanctum, an invitation-only innovation offsite, a limited-access “war room”—and not shared widely until they’ve been sanctioned from on high. When they are offered up by some hardy soul in the trenches, they generally have just one place to go: up the chain of command. In other words, they get the hot lights of judgment before they get a chance to breathe.
The white coat of a physician signifies a 19th century model of leadership: authoritative, unchallenged, above and beyond the ordinary. This is not who today's physicians are.
The “green” movement continues to increase in reach and scope, increasing numbers of consumers and businesses are placing a greater emphasis on developing strategies that will reach across the entire
2011 marks the 100th anniversary of the publication of Frederick Winslow Taylor’s Principles of Scientific Management. Taylor was a mechanical engineer who, according to Peter Drucker, “was the first man in recorded history who deemed work deserving of systematic observation and study.” Taylor...
Online social collaboration is an opportunity to change how 430,000 IBM employees worldwide work together, cutting through bureaucractic ‘BigBlue’ tape.
In Parts 1-3, I recounted the Pull Replenishment saga of how a small team started a bottom-up movement that generated millions of dollars in profit, improved shipping performance to the customer, and
FINN.no is Norway’s largest online marketplace. FINN.no is a story of disruption and innovation, and we have a goal of being one of the most innovative companies in the world.
