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35 items found

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Ideas Win with Wider Input

by Linda Rising and Mary Lynn Manns

Leading change is not a one-person job. For a new idea or innovation to succeed across an organization, the effort’s “champion” should encourage everyone possible to contribute and claim ownership of some part of it. Diverse input also helps everyone learn more about the idea and their organization.

Improve Your Way to Innovation? Not Always...

by Braden Kelley

To effectively place innovation at the center of the organization, people must know what innovation is, what it looks like in their organization and how they can contribute.

In Pursuit of the Fourth 'I': Ultimate Business and Project Management Strategy

by Debasis Chakrabarti, Manavasi Ramesh

In this article, with the help of theory, literature and real life examples, the authors try to explain innovation in construction projects while differentiating the same from invention. The article also discusses two more vital “I” words: improvisation and improvement.

Influencing Innovation

by Martin Abbott and Mike Fisher

Team innovation can be greatly influenced by conflict (either productive or destructive), experiential diversity, a sense of empowerment, and organizational boundaries. An Agile approach can help, though there are pros and cons to consider. Spotify offers a real-world example of how it works.

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study

by Amrita Khadilkar

The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced.

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study (Japanese Translation)

by Amrita Khadilkar

The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced. This article download has been translated into Japanese.

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study (Korean Translation)

by Amrita Khadilkar

근본적인 변화를 성공적으로 전개하려면 고위 이해 관계자로부터 지원과 구매가 필요합니다. 그러므로 프로젝트 관리자는 적절하고 지속적인 고위 이해 관계자 참여를 계획해야합니다. 이 기사에서는 조직 변화에 대한 고위 이해 관계자의 반응 가능성을 예측하는 데 사용할 수있는 Innovations for Innovation (AI) 및 Trust (T)와 같은 두 가지 방법을 소개합니다. 낮은 AI는 변화를 이해 관계자들에게 현실적이고 적절하게 적용함으로써 해결 될 수 있습니다. 낮은 신뢰는 도입 된 변화에 대한 고위 이해 관계자의 인식을 개선함으로써 해결할 수 있습니다.

Innovate with Intent

by ProjectsatWork.com

What does innovation mean to your organization? How do you assess ideas and separate the “wow” from the “not now”? Here are three questions that leaders should ask when evaluating which innovative initiatives can generate real value — and which are just noise.

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