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submit ideas and participate in their development. Beyond the value of the new programs, and beyond
the new revenue from them, The Center fostered a culture of individual responsibility and gave every staff
person the tools and opportunity to make lasting and meaningful changes to the way that the
organization operated. The lesson? Encourage your employees to extend themselves outside of the
prescribed job descriptions.
Additionally, Royal Dutch Shell PLC was a pioneer in organization awareness, able to engage their entire
company top to bottom level. Shell developed and implemented an innovation identification and
development program called Game Changer, which actively sought outside ideas for energy production,
distribution, and even new sources that could drive profitability and overall growth of the company. Shell
calls out to its entire network asking If you have a creative mind and you believe your invention can
transform the energy industry, perhaps you should be speaking to us. We invest in novel, early stage
ideas that could impact the Energy System to help you get them from your mind to proof of concept.
But awareness need not solely be an external effort. Air Products and Chemicals considered awareness
as an internal challenge. Air Products employs a vast array of engineers with diverse background and
interests. However, this vast resource was not being tapped, simply because the interests and skills
sets of each engineer were hidden. Air Products recognized the challenge and created an internal
system to catalog all of their engineers technical expertise and passions. Now, project managers
leverage the system to create high relevance ad-hock technical teams that align people with their
technical skills and passions. The result is better products and engaged employees.
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research study to determine what demand exists for their concept. Ideally, you already know the
problem it is going to solve, and the value it will bring your customers or constituents. Now you need
to see if there is a market for it. Your research can be as complex as engaging a firm, or as simple
as creating an online survey.
5. Development and Testing. Create a rapid prototype to prove the concept works. We suggest that
you aim to prove the concept within a nine- to twelve-month time frame. We strongly encourage
limiting funding to encourage bootstrapping, and keep the effort focused on proving the viability of the
concept, not creating a full-fledged program.
6. Launch. If chosen for implementation, work closely with the idea submitter to identify the resources
and department support best suited to deliver the program to market, and arrange the smooth
transition and success of the new program.
From the outside, brilliant business innovation may seem like art. But its more science than you think.
We work in nonprofits, where innovation is the name of the game: Now, you know our strategy for
success.
Like Steve Jobs, More CEOs Are Hoping that the Second Times a Charm
A number of former CEOs of top companies are finding out what its like to come back as CEO of the same
company. Since the late Steve Jobs handsomely succeeded in his second tenure at Apple, the idea has lost
its traditional stigma. The steadily growing group of such chiefs are succumbing to the pleas of boards of
directors who are certain that theyre the only people for the job again.
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