How to build an innovators’ network

2015 ◽  
Vol 47 (1) ◽  
pp. 42-45
Author(s):  
B. Kim Barnes ◽  
Olivier LeCointre
Keyword(s):  
Leadership Development ◽  
Innovation Management ◽  
Training And Development ◽  
Innovation Network ◽  
Senior Manager ◽  
Creative Imagination ◽  
Content Type ◽  
Large Organization ◽  
Innovative Solutions ◽  
Practical Implications

Purpose – The purpose of this paper is to demonstrate how to build and maintain an active network of innovators inside a large organization. Design/methodology/approach – The paper describes the process used by a senior manager at a large pharmaceutical company in France to create a flexible structure that would enable innovators and seekers of innovation to connect and move interesting and promising ideas toward implementation. Findings – One of the authors describes his approach, which included inviting graduates of a program in innovation management to design the structure of the network. He has successfully conducted about 30 problem-centered network sessions, based upon the process taught in the Managing Innovation program (a copyrighted program of Barnes & Conti Associates Inc. and David Francis, PhD) These sessions have successfully moved a number of practical and creative ideas forward. Research limitations/implications – The authors believe that this type of innovation network could be replicated successfully in other large organizations. The process, however, requires a senior manager who is a very involved and invested sponsor/champion. Practical implications – Problems that require innovative solutions can be brought to a diverse group of innovators who are interested in working on it. The format involves multiple, rapid prototyping, and saves considerable time and money while providing practical and vetted solutions or inventions. Social implications – An innovation network provides an outlet for members to use their creative imagination to address a wide variety of problems. In this way, they can continue to build their own skills while contributing value to their organizations. Originality/value – Leaders always hope to maximize the value of their investment in training and development. Creating a format that takes advantage of and continues to build skills in areas such as innovation management optimizes an organization's ROI in leadership development while providing a valuable service to the organization.

Improving leadership from the inside out

2017 ◽  
Vol 25 (6) ◽  
pp. 24-26
Keyword(s):  
Leadership Development ◽  
Design Methodology ◽  
Content Type ◽  
Large Organization ◽  
Pertinent Information ◽  
The Subject ◽  
Google Search ◽  
Inside Out ◽  
Difficult Part ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The playbook for leadership development not only has many pages but also has almost just as many authors. A Google search of the terms provides over 20 million responses, with seemingly almost as many books on the subject. For any large organization, the easy part is deciding on where leadership needs improvements and investment; the difficult part is identifying what the best approach would be and where to find it. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Experiences that develop leadership capabilities

2019 ◽  
Vol 40 (1) ◽  
pp. 97-106 ◽  
Author(s):  
George Boak ◽  
Sarah Crabbe
Keyword(s):  
Leadership Development ◽  
Design Methodology ◽  
Qualitative Data ◽  
Research Question ◽  
Training And Development ◽  
Learning From Experience ◽  
Content Type ◽  
Positive Attitudes ◽  
Self Development ◽  
Practical Implications

Purpose The purpose of this paper is to answer the research question: what recent experiences – other than undertaking training and development programmes – do mature managers and professionals regard as important for their development as leaders? Design/methodology/approach A survey was issued to mature managers and professionals, asking them to rate the contribution of certain experiences to their recent development of leadership capabilities, and to provide qualitative data on the most important experiences. Findings The experience that was rated most highly in developing leadership capabilities was “tackling a significant challenge or challenges”, followed by “taking, or contributing to, major decisions”, and then by “taking on new responsibilities”. Controlled interventions such as coaching/mentoring, appraisal feedback, and temporary new responsibilities were awarded relatively low ratings. Research limitations/implications The sample was drawn from graduates of an executive master’s degree, who are likely to have positive attitudes to self-development and to learning from experience. Practical implications The findings can be used to help mature leaders, and those who facilitate leadership development, to identify and use experiences that may develop leadership capabilities. Originality/value There are few recent studies on the kinds of experiences that are perceived to develop leadership capabilities of mature managers and professionals.

The prosocial leadership development process as a means to prepare the next generation of organizational leaders

2018 ◽  
Vol 26 (3) ◽  
pp. 225-237
Author(s):  
Timothy Ewest
Keyword(s):  
Social Justice ◽  
Leadership Development ◽  
Design Methodology ◽  
Development Process ◽  
Leadership Behaviors ◽  
Pedagogical Practices ◽  
Organizational Leaders ◽  
Content Type ◽  
Social Challenges ◽  
Practical Implications

Purpose This paper aims to outline the prosocial leadership development process for guiding pedagogical and social justice course goals as a means to foster prosocial leadership values within the millennial generation. Design/methodology/approach The paper is guided by a social justice framework and proven classroom pedagogies as a means to align millennial characteristics within the four stages of the prosocial leadership development process. Findings An educational rubric is provided as a means to guide classroom pedagogies, course goals and millennial characteristics through a prosocial leadership development process. Research limitations/implications The paper is conceptual in nature, and therefore, theoretical correspondence remains speculative. Practical implications The research in this paper provided guidelines for educators to use pedagogical practices as a means to develop prosocial values as a basis for organizational leadership behaviors. Social implications This leadership development process when facilitated through proven pedagogical techniques (guided by established social justice curriculum goals) and is within the context of millennial characteristics (those born between the years 1982 and 2005) becomes catalytic in empowering leaders to be a remedy for the world’s environmental and social challenges. Originality/value This paper connects characteristics of millennials to a prosocial leadership development model.

Industrial and tourism perspectives on open innovation

2019 ◽  
Vol 32 (5) ◽  
pp. 517-532
Author(s):  
Patricia P. Iglesias-Sánchez ◽  
Carmen Jambrino-Maldonado ◽  
Carlos de las Heras-Pedrosa
Keyword(s):  
Open Innovation ◽  
Innovation Management ◽  
Organisational Change ◽  
Successful Implementation ◽  
Improve Performance ◽  
Content Type ◽  
Food Industries ◽  
Collective Effort ◽  
Two Sectors ◽  
Practical Implications

Purpose Open innovation (OI) involves the alignment of the organisation’s strategy and resources. Notably, companies will not adopt this emerging paradigm without a guarantee of better results. Therefore, the purpose of this paper is to identify which combination of entrepreneurial managerial approaches makes it possible for companies to improve performance. Design/methodology/approach This study involves a survey questionnaire, 147 enterprises and regression analysis on the survey data to identify to what extent strategic and management orientations affect innovation performance (IP), as well as an analysis focusing on the results of two sectors (i.e. tourism and agri-food industries). Findings The main findings show a direct effect amongst the level of innovation, external openness and open innovation management (OIM), and IP. However, although there are no differences in the perception and orientation of OIM and the results across the two sectors, the influence of the variable firm size has been supported. Finally, the collective effort required by companies to ensure the successful implementation of OI processes and achieve high IP is outstanding. Practical implications This paper discusses the significance of these findings, highlighting the main practical implications for researchers and companies – especially the need to assimilate the organisational change involved in the challenge of OI. Originality/value This study combines the sectors industry and services, emphasises OIM and reinforces the literature in the field of IP.

Looking after the pennies how to maximize returns on retail training

2018 ◽  
Vol 32 (3) ◽  
pp. 35-37
Keyword(s):  
Case Studies ◽  
Call Center ◽  
Design Methodology ◽  
Reading Time ◽  
Training And Development ◽  
Fair Share ◽  
Content Type ◽  
Negative Comments ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings What is the least glamorous role within the modern organization? Accountants are usually the butt of jokes about boring jobs and even more boring people who count the pennies. Receptionists also receive their fair share of flak, as does anyone working in office services or in a call center. However, one job above all others seems to garner more than its fair share of negative comments, and it is the position of the helpless training and development officer. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.

Ninety days convert recruits into hosts at Edwardian Group London

2014 ◽  
Vol 22 (2) ◽  
pp. 15-18
Keyword(s):  
Crucial Role ◽  
Design Methodology ◽  
Training And Development ◽  
Social Implications ◽  
Content Type ◽  
The Future ◽  
First 90 Days ◽  
Practical Implications

Purpose – Describes the various approaches taken to training and development at Edwardian Group London, a group of hotels. Design/methodology/approach – Examines the reasons for the training, the form it takes and the results it has achieved. Findings – Emphasizes the importance the company attaches to training in the first 90 days of an employee's tenure, when recruits receive general induction training plus training specific to their area of operation. Practical implications – Outlines how the company spots and develops its managers of the future. Social implications – Highlights the crucial role of training in ensuring that hotel guests have the best possible stay. Originality/value – Provides a thorough examination of the various forms of training at Edwardian Group London.

Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

Addressing the problem of global leadership theory: proposing a cognitive process model for leadership training and development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jeffrey McClellan
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Cognitive Process ◽  
Process Model ◽  
Leadership Competencies ◽  
Training And Development ◽  
Global Leadership ◽  
Leadership Theory ◽  
Development Study ◽  
Content Type

Purpose The application of leadership theory to training and development in international leadership contexts is burdened by the idealistic, western-centric, prescriptive nature of many leadership theories. Consequently, theories are needed that are culturally neutral, descriptive and practically applicable to the culturally diverse contexts in which leadership interaction takes place. To this end, the cognitive process model of (Denis et al., 2012) leadership was developed to facilitate leadership development study in a variety of cultural contexts. The model is based on how the human brain functions at its most basic level in leadership situations across cultures and outlines basic principles of leadership associated with these functions. These principles include awareness, decision-making, attention, relationship building, communication and action. This study aims to discuss this model and how it can be used as a framework for doing leadership training and development study in international settings. Design/methodology/approach This paper is conceptual in nature and uses psychological studies on brain function as a foundation for developing a process model of leadership. Findings In contrast the cognitive process model of leadership provides a foundation for understanding what is truly universal when it comes to leadership activities by examining what happens in the brain in any given leadership moment. It then provides a framework for promoting the development of leadership competencies that are essential to practicing the principles and competencies and applying them as one takes action in specific leadership moments at the self, interpersonal, group and team, organizational and social and political community levels. Research limitations/implications The paper has implications for the content, structure and process of leadership development study in relation to training and coaching. Practical implications This model makes it possible to identify how to provide training and education in relation to leadership competencies by identifying which aspects of the competencies are universal and which are situational or culture dependent. Originality/value This study is an original paper exploring the application of this model in the context of global leadership training and development.

Insider action research towards companywide sustainable product innovation: ecodesign transition framework

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fabien Brones ◽  
Eduardo Zancul ◽  
Marly M. Carvalho
Keyword(s):  
Action Research ◽  
Product Innovation ◽  
Innovation Management ◽  
Innovation Process ◽  
Content Type ◽  
Sustainable Innovation ◽  
Insider Action Research ◽  
Main Action ◽  
A Company ◽  
Practical Implications

PurposeThis study discusses the application of Insider Action Research to the systematic integration of an environmental perspective into industrial product innovation processes and projects. Applying Insider Action Research, it aims at a broader integration between top-down and bottom-up and soft and hard perspectives in the intersection of ecodesign and innovation and project management disciplines.Design/methodology/approachThe research design is based on action research and specificities from Insider Action Research to capture the change and transition aspects involving two main action research cycles. The longitudinal five-year research was carried out within a Brazilian cosmetics company. The outcomes of these cycles are analysed including customisation of ecodesign tools and related application, and views of different stakeholders of the challenge for the transition.FindingsThis paper describes an action research application aiming at faster learning loops in the field of sustainable innovation management. As a second contribution, an Ecodesign Transition Framework (ETF) is proposed, combining both technical and soft sides. The proposed framework is structured in three levels (strategic, tactical and operational), with two complementary perspectives of a mature ecodesign pattern and a transition pathway.Practical implicationsThe action research led to the intended outcomes both on the applied side, with increased diffusion of ecodesign in the company, and on the research side, with the ETF formulation and application. Practitioners interested in sustainable innovation can follow the ETF procedures, challenges faced, lessons learnt and conclusions.Originality/valueThe Insider Action Research addressed the literature gap to better relate the recommendations in the field to business reality. The resulting ETF brings a novel perspective for integrating environmental considerations in the product innovation process of a company. It organises the soft issues to be considered for the necessary transition towards such integration, consolidating and advancing previous theoretical views of ecodesign, with associated new practical implications.

Embedding physician leadership development within health organizations

2014 ◽  
Vol 27 (4) ◽  
pp. 330-342 ◽  
Author(s):  
Anita Joanne Snell ◽  
Chris Eagle ◽  
John Emile Van Aerde
Keyword(s):  
Leadership Development ◽  
Development Strategies ◽  
Extensive Literature ◽  
Physician Leadership ◽  
Healthcare Organizations ◽  
Health Organizations ◽  
Content Type ◽  
Unique Approach ◽  
Conceptual Paper ◽  
Practical Implications

Purpose – The purpose of this conceptual paper is to provide strategies on how to embed physician leadership development efforts within health organizations. Design/methodology/approach – Findings from our previous research, which include an extensive literature review and analysis of 53 interviews with representatives from healthcare organizations across the globe, are integrated within the context of the Influencer© framework to provide a useful and grounded tool for physician leadership development strategies. Findings – Physician leadership development strategies are identified for each of the six domains within the Influencer© framework. Practical implications – A number of physician leadership development strategies are provided. They can be used in combination or used independently. Originality/value – Integrating the knowledge gained from practices in health organizations and from the literature within the Influencer© framework is a unique approach and strengthens the usefulness of the identified physician leadership development strategies.

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