We are planning a new Innovation Network Masterclass in Q1 2019.
Andrew Pope of Innosis has offered to run a one-day event on the following topics.
KIN members are invited to let us know what's most important to you in setting up and running an effective innovation practice. Let us know your preference, so we can create the most valuable agenda for the event.
Andrew Pope of Innosis has offered to run a one-day event on the following topics.
KIN members are invited to let us know what's most important to you in setting up and running an effective innovation practice. Let us know your preference, so we can create the most valuable agenda for the event.
gary.colet@mail.wbs.ac.uk
1. Building self-organising teams for innovation
Hierarchies and control as an organisational technique inhibit the potential for innovation in workplace teams. Empowering teams to sense, respond and act underpins active collaboration and pre-conditions for innovative teams, especially in complex working environments.
2. Designing digital (social platform) innovation strategies
Commonly used in medium and large organisations, enterprise social networks offer a unique opportunity to connect workforces to business needs and market drivers. However, digital social innovation requires an understanding of what engages us on social networks as well as how to create appropriate content for these channels to ensure any innovation strategy will have a greater chance of success.
3. Building collaborative behaviours that underpin innovation
Innovation that arrives from structured or spontaneous means is largely served by active collaboration between people and teams. Understanding what makes good teams thrive and how to start creative conversations is essential when planning innovation programs, campaigns and actions.
4. Mapping innovation facilitation to virtual channels
Facilitating innovation involves setting an environment and starting conversations that promote ideation. Here we explore the different focus that virtual channels require to compensate for the lack of in-person interaction.
1. Building self-organising teams for innovation
Hierarchies and control as an organisational technique inhibit the potential for innovation in workplace teams. Empowering teams to sense, respond and act underpins active collaboration and pre-conditions for innovative teams, especially in complex working environments.
2. Designing digital (social platform) innovation strategies
Commonly used in medium and large organisations, enterprise social networks offer a unique opportunity to connect workforces to business needs and market drivers. However, digital social innovation requires an understanding of what engages us on social networks as well as how to create appropriate content for these channels to ensure any innovation strategy will have a greater chance of success.
3. Building collaborative behaviours that underpin innovation
Innovation that arrives from structured or spontaneous means is largely served by active collaboration between people and teams. Understanding what makes good teams thrive and how to start creative conversations is essential when planning innovation programs, campaigns and actions.
4. Mapping innovation facilitation to virtual channels
Facilitating innovation involves setting an environment and starting conversations that promote ideation. Here we explore the different focus that virtual channels require to compensate for the lack of in-person interaction.
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