Through transformational leadership you can
foster creative solutions by establishing innovative platforms for
employee-created ideas.
Doing this can take a shift in thinking away
from management-only solutions that others implement, to seeing employees as a
powerful source of innovative solutions, as well as successful implementation. Mauro Libi.
Many of the most successful organizations in
the world today are finding that creating new avenues for employees to
collaborate and be innovative yields possibilities for growth. Just being aware
of some of what others are accomplishing can inspire your own creative work.
For example, Wells Fargo and Unilever are
using technology to engage employees’ creativity in a way that almost one fifth
of all enterprises now use–cloud computing and websites. They succeed by
establishing platforms for brainstorming and creative worker-generated
solutions. Such platforms give employees a place to contribute new ideas,
source solutions, and create prototypes that can be translated into actual
projects.
At Intuit (the personal finance-software
developer), employees not only suggest new ideas, but also gather resources and
staff needed to go to market. All this is done without management approval. The
results are clearly emerging in the dozens of products and features now
producing revenue.
EMC, the big data organization, hosts
innovation contests where strategic problems are posed by various business
units for employees to solve. Workers create solutions and give input, as well
as vote online for the top ideas. Outstanding breakthroughs also come when
employees team up to breathe life into some of the innovative solutions that
are failing.
Transformational leadership can also provide
a unique way of restructuring the organization that empowers employees to lead
innovation.
At Gore, a team drives everything. In fact,
if you can convince others that you have a great idea with potential, you can
start a team.
These teams form the main structural units of
the company and are comprised of self-managed groups of associates who are
responsible to each other. They rely on each other’s creative contribution for
a project’s success and even determine each other’s compensation.
Here are some keys to structure and
principles that foster innovation at Gore:
Lines of
communication are direct and responsibilities are lateral.
Information
and peer review are a norm.
They have
more coaches than bosses.
If you give
the right people good tools and knowledge, it will bring out the best in
everyone.
If you trust
in individuals, they will do the right thing.
Gore’s
innovative structural approach to managing and empowering employees to be
creative is yielding great results. They are one of the largest private firms
in the world, and reportedly one of the most profitable.
The common approach at all these
organizations is an active commitment and awareness that people are not only
their greatest asset, but also a treasure house of creativity and
innovation. By Jane
Downes.
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