I was asked yesterday whether or not I felt overwhelmed. The question was referring to the rapid growth of SoapBox over the past year and also, I think, my age.
As a sales professional, I have worked with countless HR and IT folks that were looking to implement a new technology. They have seen the value, they want the technology, but now they have to go and ask for the money and approval to move forward with it. I’ve seen many succeed and many fail. Here are the five key things I would recommend for anyone preparing to pitch a new technology to a CEO, CFO, etc. in order to gain that much-needed executive buy-in.
SoapBox is an innovation management software that helps clients to better manage innovation — both internally and externally — and improve employee and community engagement. In order to implement all the various functions that SoapBox has to offer — and provide clients with premium user experience— proper backend and algorithm design are essential. This blog post will focus on the backend of SoapBox and talk about some typical algorithms that are currently being used in SoapBox and their roles in the application.
Mike Bloomberg has written an interesting post on LinkedIn explaining how “following the data” is key to driving innovation and success in any company, large or small.
Managing large projects is tough. Some of the hurdles are external (think: shift in customer expectations, new regulations, tight capital markets, etc.). However, many of them are self-imposed by the organization itself. One of the biggest is failing to clearly outline accountability in major projects.
As with any other change management initiative, launching an Engaged Innovation Program requires a team and governance structure in order for it to be properly managed, evaluated, and to ensure a timely and successful implementation of ideas. The five roles below will help you build the minimum viable governance structure for your program.
The SoapBox development team has been hard at work turning code into magic by taking the ideas from our customers and from our product roadmap and turning them into reality.
And here is the magic:
Have you ever seen someone put on the spot like this: you’re at a party, and someone says: “Steve is so funny… let’s get him over here… Steve, come here… I was just telling everyone that you are the funniest person I know…”
In Canada and the US, voter turnout rates are atrocious. The conference board of Canada recently gave Canada a grade of “C” when comparing voter turnout rates of seventeen peer countries (ranking fourteenth out of seventeen, the US was even worse at dead last—seventeenth!).
Innovation is a top priority for many companies (in fact, for nearly two thirds of companies, according to a recent Bain study). Given its importance, leaders naturally desire all employees to be part of the company’s innovation agenda in some shape or form. Through working with our clients to launch their engaged idea programs with our idea software, we have observed that it is not happenstance when an active, participatory employee community emerges. In fact, there are four key elements that need to be in place for employees to direct their time and energy to sharing new ideas or executing innovative initiatives.
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