The Notes from The New York Times' New Work Summit
The topic of innovation is squarely on The agenda of today's corporate decision as. This was in full display at The recent New York Times' New Work Summit, where we joined a select group of business leaders, engineers and scientists, designers and futurists to discuss The challenges leaders face in transforming their organizations into engines of innovation. Over The course of two days of The panel discussions, problem - solving sessions and s' mores by a fire pit, these best practices emerged:
Don 't mistake action for the transformation.Summit attendees are genuinely struggling with how to move away from a periodic, reactive approach to innovation and home to undergo a true cultural shift to an innovation - driven workplace. In this environment, "culture hacks" to the as limiting the size of PowerPoint decks or regular cross - functional job shadowing, dojo.provide a concrete start to moving the organization forward as leaders work toward a realignment of the organization 's DNA.
A Personalize the employee engagement with the "three Ps."The level of enthusiasm and engagement people "bringing to their work can be attributed to three factors:pathway(one 's career the trajectory),people(the community one is a part of) the andThe purpose(in the sense that one 's work has a larger fancy). Everyone places a company's weight on each factor - and those weights change over time. Knowing the relative importance of each individual' s "Ps" is critical for the employee engagement. The Talent development and retention strategies and rewards should be designed to leverage this insight.
To drive change, target the swing voters.No organization is undergoing a transformation will be able to get everyone on board. The home, and focus on winning over a solid majority by using the law of thirds: One third of your employees will be behind the transformation, One third will be opposed, and One third will be undecided. Use the supporters to evangelize to those still on the fence.
Take time out to think.Managing innovation is hard, and sustaining it requires foreseeing complex problems involving people, culture and the flow of ideas. Even very experienced leaders can practice the from setting value regular blocks of time to consider the innovation process at a short and think about the questions that don 't have the immediate answers - as to how the organization' s innovation will continue when the current back are no longer around.
Build diverse teams, not just the diverse organizations. Innovation thrives on'm of thought and experience. But this means that'm must reach down to the team level. Your metrics may suggest that Your organization is diverse, But if most of that'm is concentrated in one or two in the departments and the organization as a whole is unlikely to country'm 's benefits.
Innovation in the workplace is the result of continual dialogue between people with a wide range of backgrounds and perspectives. The New York Times' New Work Summit showed that leading Innovation depends on the leader's ability to create a context where creativity and unconventional thinking become the sustainable norm.
