Innovation & Strategy for Orgs
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2015 Women in the Workplace Study | Lean In | McKinsey & Company

See the latest statistics on women in leadership and get tips on managing diversity in Lean In and McKinsey & Company’s 2015 “Women in the Workplace” report
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6 Ways a Chief Research Officer Could Help Cities

6 Ways a Chief Research Officer Could Help Cities | Innovation & Strategy for Orgs | Scoop.it
In the search for effective evidenced-based government, it's important to have somebody to connect the dots.
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Working In the Dark (SSIR)

Working In the Dark (SSIR) | Innovation & Strategy for Orgs | Scoop.it
The nonprofit funding process lacks transparency and fosters insecurity—and only funders can fix it.
Jill Barrett Melnicki's insight:

Radical transformation in the funding market for nonprofits would include the following:


First, performance has to really matter. 

Second, funding needs to happen in the open.

Finally, more nonprofits need to fail. 

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How Twitter Users Can Generate Better Ideas | MIT Sloan Management Review

How Twitter Users Can Generate Better Ideas | MIT Sloan Management Review | Innovation & Strategy for Orgs | Scoop.it
There's a link between the amount of diversity in employees’ Twitter networks and the quality of their ideas.
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Building a Collaborative Enterprise

Building a Collaborative Enterprise | Innovation & Strategy for Orgs | Scoop.it

Collaborative communities encourage people to continually apply their unique talents to group projects—and to become motivated by a collective mission, not just personal gain or the intrinsic pleasures of autonomous creativity. By marrying a sense of common purpose to a supportive structure, organizations are mobilizing knowledge workers’ talents and expertise in flexible, highly manageable group-work efforts. The approach fosters not only innovation and agility but also efficiency and scalability.

 


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, March 29, 2015 9:03 AM

Four keys to creating a culture of trust and teamwork. 


One of the principles mentioned in this article is shared purpose


In focusing on a shared purpose collaborative communities seek a basis for trust and organizational cohesion that is more robust than self-interest. 


A shared purpose is not the verbiage on a poster or in a document, and it doesn’t come via charismatic leaders’ pronouncements. It is multidimensional, practical, and constantly enriched in debates about concrete problems.


Level343's comment, April 3, 2015 2:00 PM
Kenneth Mikkelsen agree :)
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The Eight Pillars of Innovation – Think with Google

The Eight Pillars of Innovation – Think with Google | Innovation & Strategy for Orgs | Scoop.it
How does a company like Google continue to grow exponentially while still staying innovative? From Think with Google.
Jill Barrett Melnicki's insight:

HAVE A MISSION THAT MATTERS

THINK BIG BUT START SMALL

STRIVE FOR CONTINUAL INNOVATION, NOT INSTANT PERFECTION

LOOK FOR IDEAS EVERYWHERE

SHARE EVERYTHING

SPARK WITH IMAGINATION, FUEL WITH DATA

BE A PLATFORM

NEVER FAIL TO FAIL

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Silicon Valley Is Fighting Dark Money—What's In It For Them?

Silicon Valley Is Fighting Dark Money—What's In It For Them? | Innovation & Strategy for Orgs | Scoop.it
Can tech entrepreneurs game Washington?
Jill Barrett Melnicki's insight:

An innovative approach to reinvigorating our democracy

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Corporate Culture: Ten Article Recommendations | Corporate Strategic Planning | Strategic Planning Articles and Resources | Management Consulting Services Firm | Business Strategy Consulting

Corporate Culture: Ten Article Recommendations | Corporate Strategic Planning | Strategic Planning Articles and Resources | Management Consulting Services Firm | Business Strategy Consulting | Innovation & Strategy for Orgs | Scoop.it
Ten articles selected as recommended reading for business executives interested in improving corporate culture.
Jill Barrett Melnicki's insight:

1. Does You Culture Match Your Business Model?

2. Six Things CEOs Should Know About Corporate Core Values

3-4. Does Organizational Culture Matter? (2-part Series)

5. A Fish Rots From the Head: A Commentary On Corporate Culture

6.Why Organizational Innovation Is So Difficult

Anchor To Your Core Values

7. Corporate Strategy: Is “Groupthink” Damaging Your Organization?

8. Organizational Authenticity

9. Measuring and Maintaining Employee Happiness

10. Business On The Ropes: Instilling a Culture of Consequences When Your Organization Has Lost Its Drive

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This is Your Brain on Service Design [part one].

This is Your Brain on Service Design [part one]. | Innovation & Strategy for Orgs | Scoop.it
Good service design— especially services that wish to support behavior
change— must account for mechanisms to support Taking the Good, that is,
for building Velcro to hold positive experiences. It’s a key to the
learning process.
Jill Barrett Melnicki's insight:

This is what you get when you apply the latest happiness research to service design. Excellent & insightful blog post by Peer Insight's Tim Ogilvie.

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Top Design Resources for Non-Designers

Top Design Resources for Non-Designers | Innovation & Strategy for Orgs | Scoop.it
So you aren't a professional designer but still want to create beautiful presentations -- don't worry, that's the majority of us. Without having to shell out thousands of dollars in years of traini...
Jill Barrett Melnicki's insight:

Terrific resource list!

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The Emotions That Make Us More Creative

The Emotions That Make Us More Creative | Innovation & Strategy for Orgs | Scoop.it
It’s the intensity of the emotion that matters.
Jill Barrett Melnicki's insight:

Taken together, the latest research on the role of emotions in creativity suggests that instead of focusing exclusively on bringing out positive emotions among employees — or attempting to dispel negative emotions — managers may want to consider additional factors, such as


1) whether the environment brings out emotional ambivalence (Is the environment unusual? Will it tap into a wide range of seemingly contradictory emotions?) and


2) motivational intensity (Will it broaden or narrow someone’s focus?) when trying to stimulate creativity.

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4 Forces Shaping Local Government’s Future

4 Forces Shaping Local Government’s Future | Innovation & Strategy for Orgs | Scoop.it
Many challenges lie ahead. Cities and counties will need to collaborate and innovate as never before.
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Tim O'Reilly: Changing the World by Spreading the Knowledge of Innovators - Huffington Post

Tim O'Reilly: Changing the World by Spreading the Knowledge of Innovators - Huffington Post | Innovation & Strategy for Orgs | Scoop.it
The combination of innovative technology and new business models underlie the most exciting developments coming out of start-ups and large organizations, and the innovators creating these disruptions have influence that extends into the global...

Via jean lievens
Jill Barrett Melnicki's insight:

Knowledge share:

Have a mission

Don't disrupt for the sake of disruption

Have fun and create value

Create your customers

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SNAP happy? Welfare, poverty, and well-being, revisited

SNAP happy? Welfare, poverty, and well-being, revisited | Innovation & Strategy for Orgs | Scoop.it
In June's long memo, Carol Graham and Kendall Swenson examine the relationship between government transfers and well-being and find that recipients of financial assistance report lower levels of life satisfaction.
Jill Barrett Melnicki's insight:

Stigmas associated with welfare may be one reason its recipients have lower levels of self-reported life satisfaction than non-recipients.

 

 

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What ‘Cognitive Government’ Could Do

What ‘Cognitive Government’ Could Do | Innovation & Strategy for Orgs | Scoop.it
To achieve real breakthroughs in public management, we need governments capable of continuously adapting to changing technology.
Jill Barrett Melnicki's insight:

• Open functionality. The public sector needs to evolve from open government and open data to co-creation by better tapping into collective intelligence. Governments should do more than just opening up; they need to become parts of co-creation ecosystems.

• Applied learning. Governments must become more nimble in their ability to sense and respond. The aptitude to prototype, rapidly iterate, and fail well and fail fast should become core tenets of nearly every project rollout. Agile, lean, user-centric and design-thinking approaches must be core methodologies of these governments.

• Adaptive rule-making. In his book "The Rule of Nobody," Phillip Howard ably documents how bureaucracy, regulations and dead laws tie public-sector leaders' hands and lead to sclerotic government. Fixing the problem requires understanding and changing the rules that define the architecture of government and limit its ability to scale innovations. Examples include rules related to data sharing, organizational design and job descriptions, hiring and firing, and contracting.

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4 Trends Shaping the Tech-Driven Workforce of the Future

4 Trends Shaping the Tech-Driven Workforce of the Future | Innovation & Strategy for Orgs | Scoop.it
Technology is coalescing to transform the agency of tomorrow--here\'s what it will look like.
Jill Barrett Melnicki's insight:

The agency of tomorrow is entrepreneurial, porous, networked, and multidisciplinary. 

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Becoming irresistible: A new model for employee engagement

Becoming irresistible: A new model for employee engagement | Innovation & Strategy for Orgs | Scoop.it

The employee-work contract has changed, compelling business leaders to build organizations that engage employees as sensitive, passionate, creative contributors.

 

The employee-work contract has changed: People are operating more like free agents than in the past. In short, the balance of power has shifted from employer to employee, forcing business leaders to learn how to build an organization that engages employees as sensitive, passionate, creative contributors.


Two years of research and discussions with hundreds of clients suggest five major elements and underlying strategies that work together to make organizations “irresistible.”

 
Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, January 26, 2015 7:22 PM

Deloitte's  research suggests that we need to rethink the problem. There are three issues to address:


  1. Companies need to expand their thinking about what “engagement” means today, giving managers and leaders specific practices they can adopt, and holding line leaders accountable. Here Deloitte suggests 5 elements and 20 specific practices.
  2. Companies need tools and methods that measure and capture employee feedback and sentiment on a real-time, local basis so they can continuously adjust management practices and the work environment at a local level. These tools include employee feedback systems as well as data analytics systems that help identify and predict factors that create low engagement and retention problems.
  3. Leaders in business and HR need to raise employee engagement from an HR program to a core business strategy.
A recommended piece of work by Josh Bersin at Bersin by Deloitte.

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Moving Toward a Veteran-Centered VA

Moving Toward a Veteran-Centered VA | Innovation & Strategy for Orgs | Scoop.it
How Human-Centered Design can help VA prioritize people over processes
Jill Barrett Melnicki's insight:

The “human” part of Human-Centered Design is key. It ensures that our work — the services we provide, the technology we use, the products we build — are centered on a deep and personal understanding of the people we are designing for. 

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Doblin - The Ten Types of Innovation

Doblin helps leaders innovate. We foster growth, design new businesses and drive transformation.
Jill Barrett Melnicki's insight:

Comprehensive approach to organizational innovation

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The Ten Faces of Innovation » The Ten Faces

Jill Barrett Melnicki's insight:

Working on a new initiative?  Look for the best talent you can find from among the Ten Faces of Innovation and put together a strong team.

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Why The Best Teams Might Be Temporary

Why The Best Teams Might Be Temporary | Innovation & Strategy for Orgs | Scoop.it
Research suggests that an established team can become too comfortable.
Jill Barrett Melnicki's insight:

The most innovative companies often function like the loose network - with members forming around a given project and then going their separate ways to work on new projects.

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Most Startups Should be Deer Hunters

Most Startups Should be Deer Hunters | Innovation & Strategy for Orgs | Scoop.it
This post is part of my series "Startup Lessons" Elephants, Deer and Rabbits - Some thoughts on start-up segmentation Nearly all of the mistakes I made at my first company I fixed by the time of my...
Jill Barrett Melnicki's insight:

This post reminds me of the goldilocks tale: startups should look for a customer base that is 'just right' for them - not too big, not too small.

 

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