Harvard Business Review (HBR) has many good articles from thought leaders on the topic of innovation. The following list is 10 of our favorites. One thing to note is that you get four posts each month you can read for free. If you register by providing your email address, you get a precious fifteen free articles every month if you’re a subscriber. Every month, I carefully curate a list of HBR articles that I want to read from their Twitter feed (generally a great way to identify their best materials) and I pick fifteen articles I want to read for the month.
Posts By: Jacqueline Zhou
In the first have of the 20th century, Joseph Schumpeter proposed 5 types of innovation. These were:
- The launch of a new product, or a newly differentiated product offering
- Applying new methods to manufacturing or selling of a product
- Opening a new market
- Acquiring new sources of supply (either raw, or semi-finished)
- New industry structure such as the creation or destruction of a monopoly (although there are now some disputes that this no longer counts as a type of innovation)
This is still one of the most referenced lists for types of innovation. However, there are a few other important ways to classify innovation that are very helpful to an organization looking to manage an innovation program. These include the types of ideas you’ll want, where they come from, who is included in the process and finally what you want to innovate.
With companies like Google and Facebook raising the bar in terms of being “cool” places to work, other organizations are placing more of an emphasis on making their workplace a great one. But to really have a great workplace that employees look forward to coming into every day, you need to go beyond cool offices, perks and unique benefits.
Here are ten of the best practices we recommend.
The employee engagement is based on Maslow’s hierarchy of needs. It reflects an employee’s engagement level as determined by how well their needs are being met.
Dynacare uses SoapBox to connect employee insight to key decision makers. Employees can share, vote, and comment on ideas that will impact the organization’s top priorities, and leaders can add responses to the ideas that are moving forward to keep everyone in the loop on progress. Read more about how Dynacare uses SoapBox in the case study.
Our Customer Success team helps our customers build a program to support the growth of their SoapBox community. One of the most important elements of that program is the Governance structure (read more about the Key Elements here). Each community appoints Innovation Partners, who are leaders responsible for evaluating, responding to and implementing ideas.
In this interview, we’re sharing what goes on behind the scenes for one of our most successful SoapBox Innovation Partners.
It’s something we all intuitively know: Good leaders are trusted by their employees. A happy, engaged, productive workforce is built on trust, and trust in the person leading the charge is a vital part of this.
Yet trust isn’t working for many organizations. A whopping 60 percent of employees don’t trust their workplace. And this distrust is holding back productivity and wounding employee engagement.
Leaders need to start building trust. In this post you’ll learn more about why trust should be a priority, what Carlos Ghosn can teach us, and get five tips on how to earn trust.
Come one come all and get your ticket to the show under the big top!
Today’s main attraction? Why it’s that secret ingredient of high-performing employees and organizations everywhere…
That’s right, trust at work!
Time and again we hear that one of the primary reasons behind companies not embracing innovation is that they have a risk averse culture. This is not completely unexpected as we live in a culture where caution is supported and courage is questioned. With that said, risk aversion has stunted the growth of many organizations and it can lead to the demise of your own.
Think your organization may be risk averse? Then look for these three signs.
Measuring employee engagement on your idea management program can be one of the most difficult things to accomplish (aside for employee engagement ROI). In order to do it, you need to consider the engagement equation.
The engagement equation has two key components:
- The employees must be engaged.
- The leaders must be engaged.
Seems simple enough but let’s take a deeper dive into these two parts of the equation.
When new hires hit the scene, they tend to be hopeful and optimistic. Better pay, career development, benefits—the future looks bright and shiny.
However, day after day, small things continue to stack up and build upon one another. Eventually that platform grows to be so high that the employee chooses to jump ship either mentally (they are disengaged) or physically (they quit).
Employee disengagement does not happen overnight; it is a process. In this post, we will look at how it happens and what you can do to keep it from happening to your employees.
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