Creating a spark to trigger innovation
Google’s legendary reputation for investment in innovation is based on a fundamental belief that latitude for creativity
is an essential part of any business plan.
Eric Schmidt, Executive Chairman of Google spoke with McKinsey Quarterly in September 2008 and his comments still ring true today.
“Innovation has always been driven by a person or a small team that has the luxury of thinking of a new idea and pursuing it. It was true 100 years ago and it’ll be true for the next 100 years. Innovation is something that comes when you’re not under the gun. The creative parts of one’s mind are not on
We try to encourage [innovation] with things like 20 percent time and small technology teams, which are undirected. We try to encourage real thinking out of the box. We also look for small companies that we can acquire. Often it’s small companies which have the great new ideas. They have gotten started with them but can’t really complete them.
"It was true 100 years ago and it’ll be true for the next 100 years."
We don’t necessarily know which ideas [will succeed]. But we know its portfolio theory. We have enough groups that a few [innovations] will pop up. And we cull the ones that are not very successful. We push them to try to do something different, retarget or cancel.
One of the things that we’ve tried very hard to avoid at Google is a divisional structure that prevents collaboration across units. It’s difficult. But by doing that you cut down the informal ties that, in an open culture, drive so much collaboration.
If people in the organisation understand the values of the company, they should be able to self organise to work on the most interesting problems. If they haven't, or are not able to do that, you haven't talked to them about what’s important. You haven’t built a shared value culture."
News & Articles
By gaining a better understanding of "what not to do", you will in-turn be able to fine-tune your own leadership skills.
Switch up your thinking and start to view change as a learning opportunity. Ask yourself: what can I get out of this? What direction should I steer my career in?
It is timely that organisations not only review their programs for prevention of workplace bullying, but build an internal capability to investigate bullying complaints with confidence and expertise.
Innovating without purpose often leads businesses to short-lived successes with resources not deployed to their full potential.
The SAGE Handbook of Workplace Learning is an excellent introduction into the different theories and studies behind employee training and development.
The Australian Institute of Management NSW & ACT (AIM) has today announced its acquisition of public sector leadership training organisation, Centre for Public Management Pty Ltd (CPM).
The Australian Institute of Management NSW & ACT (AIM) has announced its acquisition of public sector leadership training organisation, Centre for Public Management Pty Ltd (CPM).
Workplace wellbeing, or employee wellbeing, is a critical element in any engagement and performance initiative designed to boost an organisation’s productivity, and ultimately, success.