The Fifth Element film blew me away and it is vital for any organisation to realise that this can be the end product when all the other four Elements are in place.
Skanska UK has been on a sustained journey of transformation since CEO Mike Putnam’s appointment in 2009, distancing itself from traditional industry practices by embracing high ethical principles relating to safety, the environment, transparency and quality.
Arginta, based in Vilnius, Lithuania is a manufacturer of non-standard equipment, component parts and part-finished products. Gintaras Kvietkauskas, Director of the Arginta Group believes strongly that quality and improvement should be owned by everyone in the company rather than being policed by management. The company has created a series of empowering practices to support an enabling culture. Quality issues are resolved directly on the production floor, frontline employees are actively empowered to make suggestions for improvement and innovation, and the focus is on shared learning rather than blame when things go wrong.
“The important thing is that you have an environment where people are doing their job at any level have a process they can flash about ideas without fear of criticism, without immediately knocking them on the head and just doing the what ifs." The Devon & Cornwall Police inaugurated a cross rank discussion group in Cornwall to explore new ways of working, communication and collaborating, but can a highly regulated organisation such as a regional police force promote and develop employee driven innovation?
The Met Office is the UK’s national weather service and a trading arm of the Department for Business, Innovation and Skills. Inspired by external influence, a small core of innovators began a process of ‘guerrilla’ tactics exploiting the organisation’s grown up attitude towards managerial responsibility and decision-making to drive the process forward, firstly by visiting other businesses including Google and Innocent and learning from the experiences they found there. The Met Office experience produced some interesting observations for others to consider in the process of introducing workplace innovation.
Novozymes is a biotech-based company, headquartered in Denmark and employing approximately 6,000 people in 30 countries. Its products - industrial enzymes, microorganisms, biopolymers and other proteins - allow industry to achieve more efficient use of raw materials, reduce energy consumption, replace traditional chemicals with more sustainable alternatives, and offer higher-quality products to customers.
“Find the stars and let them shine – recruit smart people and let them get on with it, with support, autonomy and without fear of failure.” Innocent produces smoothies, juices and vegetable pots that are sold in supermarkets, coffee shops and other outlets. At Innocent, innovation is an everyday behaviour with employees actively encouraged to suggest ways to improve the business, whether it be new products and business streams or better ways of working.
"If we are not failing we are not trying hard enough". Red Gate is a software company providing “ingeniously simple” tools for technology professionals worldwide. Although it is growing, Red Gate tries to maintain its original start-up, informal culture by using a variety of tools and initiatives to encourage employee-led innovation and strengthen its engaged culture.
The company has promoted creativity and communications by breaking down functional boundaries and by designing work spaces that create an alternative office culture and encourage people to work together, sharing ideas and collaborating on different projects. Read more about how designing work spaces that create an alternative office culture and encourage people to work together, sharing ideas and collaborating on different projects can improve your organisation.