As a small company or startup, ideas flow naturally. If you have a good idea, it’s easy to talk to the right people. But as organizations become larger and more complex, this becomes much harder. Size, geographical, departmental or functional silos make knowing who the best person is to evaluate or implement an idea difficult. Idea management software can scale a company’s ability to keep a steady flow of good ideas from all employees.
Posts By: Bryan Rusche
This post is based on an interview that we did with Steve Wood, the Co-founder & CTO at Nudge in 2016. Prior to starting Nudge, Steve was the co-founder and CTO of Eloqua for 13 years. He helped grow the startup from zero dollars to $100M, including three venture financing rounds, a successful IPO on the Nasdaq, and ultimately an acquisition by Oracle for $955M in 2012. Steve is a frequent speaker at various forums involving B2B marketers, and authored a book entitled “Digital Body Language” about deciphering customer intentions online. His experience has given him great perspective on what it takes to successfully manage innovation in both startups and large organizations. What follows are four areas that are critical for successful disruptive innovation. Read more
Why your innovation strategy needs employee ideas and how you can get them
Innovation remains a key focus and stated priority for many organizations, and for good reason. The world is enamoured with the Uber, Airbnb and other disruptive company success stories. For leadership it creates both a desire to create their own equally disruptive offerings and a fear of becoming obsolete. But with disruption leading the conversations around innovation, have we lost sight of the value of continuous improvement? Research indicates that much of the time, it’s these small, incremental changes that yield much better results. Read more
It’s time to rethink the employee engagement issue. The change we need to make is to redefine engagement beyond an annual HR measure to a continuous, holistic part of an entire business strategy. Here are a couple things we all know:
- A recent survey suggests that employee engagement surveys are largely failing
- Employee engagement is critical to performance, however, most employees today are not engaged
- What gets measured gets done
So if the employee engagement survey is dying, but employee engagement is critical to performance, what should we measure?
Employees who receive helpful, continuous feedback from managers not only work better and are more motivated, but they’re also much more engaged.
A survey conducted by leadership trainers Zenger Folkman that looked into the feedback practices of 22,000 leaders around the world found that leaders who scored in the top 10 percent on giving feedback had employees who were three times more engaged than employees with leaders scoring in the bottom 10 percent. Unsurprisingly, the study also revealed that the bottom 10 percent of leaders had employees who were three times more likely to think about quitting.
Giving employees a sense they have some control over their work and work environment can radically increase how much motivation they bring to their jobs. Read more
Research shows that there is a difference between people who are creative and people who aren’t. However, the good news is that creativity is something that can be learned and improved on. All you need is a little awareness of key ingredients necessary to develop processes, habits and a culture that fosters creativity. Read more
If you’re in a leadership position, ask yourself: Do your employees trust you? How confident are you? Several recent studies point to a widening trust gap between employees and leadership. These studies show that as leaders, we may be overconfident in how much trust we’ve earned with our employees. And of course, this is alarming news because trust at work is so closely linked to engagement, collaboration, and ultimately, an organization’s ability to achieve its goals. So let this be a wake-up call to re-examine trust at work for your team and your organization and what it takes to improve trust. There are several factors that underpin building trust, but perhaps most important is transparent communications between leaders and employees. Read more
The Service Profit Chain is a theory and business model evolved by a group of researchers from Harvard University in the nineties. The main conclusion is that loyal customers are the result of loyal, engaged employees. Furthermore, leading service organizations are using the model to quantify the impact that loyal, engaged employees have on the bottom line. They’re accomplishing this by looking closely at each step of how their organization creates value for customers. Read more
We believe that organizations are on the cusp of an era of enlightenment when it comes to being innovative. At the core of of this enlightenment is the fact that we should probably stop calling progress innovation. Using the word innovation conjures the wrong associations, which leads to the wrong activities for reliably creating value. We believe that most organizations would significantly benefit from decreasing the focus on finding brilliant ideas and increasing the focus on effective collaboration that drives progress and real value for customers and stakeholders. Here’s the basis on which we believe these things. Read more
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