Once in a lifetime, you might be hit with a bolt of divine inspiration: an insight so bold, so precise and so perfect that it needs no refining. The rest of the time, you should probably start crowdsourcing ideas.
Recently I have been thinking a lot about my beginnings and my story. Even if my religious beliefs and the content about which I speak has changed, I feel a growing motivation to galvanise people to take positive action to affect the world in which we live.
Innovating in management is the new frontier of competitive advantage. Why? Because copying ways of managing and leading people, and building a culture that creates an environment that helps innovation to flourish, is hard to do. This new frontier places HR and Organisational Development as a central function in enabling innovation.
A question I am often asked when I talk with Managers about using the 6 ‘I’s® Innovation, the Model I invented to help organisations navigate the often complex and chaotic journey of a new idea, is how to apply it in their daily work within smaller projects and teams.
“Move Fast and Break Things” is the famous Facebook motto that speaks to the innovation mindsets that have developed in the technology space. Innovation in technology is often about getting products in front of customers as fast as possible, so that improvements to product-market fit can be made quickly.
In partnership with Executive Global Network (EGN) Singapore, Natalie Turner facilitated a cross-functional event on human capital exploring the pivotal role that HR needs to play in order for organisations to succeed in the future.
I often get asked how organisations can build a more innovative culture. It is a valid but difficult question to answer as culture is something that is multi-faceted, involves history and legacy, and includes a set of deeply-held values.
Do you consider yourself innovative? This question usually elicits a negative response for two reasons. First, people tend to wrongly equate innovation with only technologies, research and development, and new products. Second, innovation is misperceived as the domain of a select creative few.
A Singaporean friend recently shared that despite having a stable corporate role, she missed the challenges involved in running her own business. Despite two previous entrepreneurial failures, she was keen to go back to managing start-ups. Why? Because she has grit.
So what is on the mind of the Singaporean manager? Plenty, shows the Singaporean Management Agenda survey of 600 organisations on a range of business topics. The results, published by Roffey Park and Management Development Institute, provide fresh insight on the pulse of Singaporean business managers.