MIX Maverick and Chief Innovation Officer for Dell Services Jim Stikeleather says that for an idea to be innovative it has to be forward-thinking, viable, sustainable, and valuable.
In order to sustain long term growth, organizations need to constantly reinvent themselves. But reinventing requires constant change, which may be hard to implement.
Training programs generate greater value for organizations when the curricula reflect key business performance metrics. Testing real-world outcomes is crucial. All organizations train their people, and most spend significant sums doing so. Yet they generally don’t have any idea whether they’re...
Chances are, innovation doesn’t work where you work—or only works some of the time, mostly in spite of your organization’s system and processes. Why? Because you don’t understand what makes the innovation game so different from everything else you do at work—and you haven’t adjusted your playbook to accommodate these differences.
When you ask children what they want to be when they are older, how many of them say they want to be a manager? I've certainly never met one who had such aspirations. In part this is because management is a pretty amorphous concept to a ten-year-old. But it's also because we adults aren't exactly...
You thought you did everything right—gathered market research and consumer insights; brainstormed, prototyped, and tested a promising new idea; developed detailed financial models and a solid marketing plan. Yet your company’s new product or service didn’t perform as expected. What did you overlook?
What leader today doesn't want more innovation? Yet, producing more (of anything) inside an organization generally leads to more process, which smothers individual creativity and all-too-often kills organizational innovation. Innovation isn't about structuring a process to lead to an outcome so much as it's about creating space—both elbow room, the space to roam free of bureaucratic rules and red tape, and head room, the freedom to see differently, think wildly, and aim higher. The leaders who generate more creative energy and innovation are always wrestling with the question: How do we design in more slack? Or, how do we cultivate an environment and support work that enlists people as drivers of their own destiny and inventors of the company's future?
We’re delighted to announce the semifinalists for the HCI Human Capital M-Prize —a rich set of bold and original Hacks and inspiring and instructive Stories. We asked MIXers to tackle one of the toughest—and most important questions in the realm of management innovation: How do you mobilize and...
Leaders who have an understanding of neuroscience basics have a tool much like a navigational compass to guide their teams and individuals through common change related obstacles. Neuros
Editor's note: This is the second in a series of three posts (previously published in The Wall Street Journal ) introducing the Moonshots for Management that now make up the framework for the MIX. We're republishing them here to give an introduction for those readers of the MIX who may not be...
