KT had so far sought innovation with a top-down approach, but a growing consensus was that it needed ‘employee-led Bottom-up innovation’ to become an innovation company with a sustainable growth.
After a period of relative under-performance from '99 to '04, In 2005 Hindustan Unilever undertook a massive 'culture-reboot' that focussed the length and breadth of the organization on making a 'real
Since 2007 I conducted an independent research effort (The Liquid CIO), with the aim to understand if it is possible to think of an IT organization that is truly innovative and engaging, without the l