Currently viewing the tag: "Cathy Y. Taylor"

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Collaboration Calculus by Mark Eggleston

Why is it so difficult to incorporate new collaborative processes and tools into an organization?  I’ve recently been observing a small team in a Fortune 500 company as they wrestle with this question. 

 

How to Unleash Your Human Potential by Austin Carr via Jorge Barba

“This is the biggest thing I’ve learned about business,” says Scott Cook. “It’s changed how we innovate.”

 

The Emergence of Twenty-First Century Leadership by Cathy Y. Taylor

Flexible, adaptable and innovative companies require a different kind of leader, those with a passion for discovering how to do what no one else is doing and doing it better than anyone else. twenty-first century leadership is one in which all the power to make change is no longer concentrated at the top

 

Thinking about the future of work by Anneli Knight via Ralph-Ohr

Creating a workplace where employees have a clear sense of purpose and the time and space for reflection are important ways to nurture a culture of creativity and innovation. That’s according to three thought leaders who came together at last week’s Creative Innovation Conference to explain the ingredients to organisational success.

Column: Best Practices Get You Only So Far by by C.K. Prahalad

Companies identify best practices, particularly those of market leaders, and try to implement them. Such benchmarking has a role to play in business, but I’m not exactly a fan of the process.

Open or Closed Settings: When Does Open Innovation Work Best? By Stefan Lindegaard

A discussion on one of my older posts which asked the question whether R&D units should run open innovation efforts, made me think on strategic alliances and their role for open innovation and whether open innovation works best in closed or open settings.

 

To find a better way to do things, stop and think! By Jorge Barba

I’ve argued before that innovation is the result of consistently trying to do something better than it’s done before, sometimes this also means that it has to be different. This simple idea is well understood but not easy to put into action because it’s very difficult for most people to think about why they do what they do and how they could do it better. Routines and habits are very very powerful!

Don’t Use the Same Network for Every Stage of Innovation by John Steen

Tim and I have recently edited a network focussed issue of a journal called Innovation: Management, Policy and Practice. The really pleasing outcome from the submssions was the wide variety of applications that network analysis was having in the study of innovation management. We received papers from Asia, Europe and Australia and the overall standard of the submissions was very good.

Have a good week!