Category: Metrics

3.  How to become the strategic innovation leader? (part 2 of 3)
What is an innovation leader? Is this role similar to an innovator? (The answer is ‘no’.) – Recognize the three key roles in innovation, how to find an approach and avoid critical pitfalls.

4.  Starting an ERG as a strategic innovation engine!  (part 3 of 3)
While many companies demand creativity and innovation from their staff few companies seem to know how to make it work. – Is your organization among those hiring new staff all the time to innovate? The hire-to-innovate practice alone is not a sustainable strategy and backfires easily.

5.  Innovation Strategy: Do you innovate or renovate?
Not everything new is an innovation and some is more renovation than in innovation.  Here is a framework that helps to distinguish an innovator from a renovator and works for entrepreneurs and intrapreneurs alike.  It is important to understand which role to play and when; it all depends on what you need to achieve and what is critical to reach your goal!

6.  How Intrapreneurs find executive sponsors
Have you ever had a great idea and went to your manager for support but found they were just not interested in it?  Nothing came out of it in the end, and you were disappointed?  Perhaps, you just turned to the wrong sponsor for your project, a common mistake of intrapreneurs. Here are some thoughts on whom to turn for with ideas to make them happen within an organization.

 7.  How to attract an executive sponsor?

8.  Job description for an Executive Sponsor
Executive sponsorship is an important prerequisite for the success of employee groups.  The challenge is finding a great sponsor, so what should you look for?  What would a job description for an executive sponsor look like?  ‑ Here are some practical ideas that have worked.

9.  Measure your company culture in real-time!
It is difficult if not impossible to assess organizational culture directly.  Instead, managers favor surveys to measuring organizational climate as a first step.  However, surveys fall short in many ways and can lead to skewed results as input to managerial decision-making.  Better than surveys is observing employee behavior with a meaningful metrics.

10.  How to approach ‘metrics’?
There is much truth in the saying that comes in many variations: “What gets measured gets managed”, “Everything that can be measured can also be managed” or even “What isn’t measured can’t be managed”. ‑ If you don’t measure progress or success, how would you know you reached the goal?

Don’t miss my Top 10 Innovation posts!