by _comunica2punto0

#marketing Who’s Leading Corporate Innovation? Examining the Corporate Innovator Persona

In Marketing on 27 febrero, 2017 at 4:20

Experience and Education Set the Foundation for Leadership.

This is a detailed breakout from our recent report on the Corporate Innovation Imperative, over the coming months, more will be revealed about how large companies are behaving like startups –while using their unique capabilities as a large organization.

Attracting the right talent for innovation is a challenge for corporations competing with shiny, agile startups, as is long-term employee retention. Innovative corporations are building innovation talent pools by offering interesting programs, intrapreneur growth, and worthwhile incentives. Because, without a focus on attracting and maintaining innovation leaders, corporations are left seeking a hero to guide their journey toward change.


(Above graphic, from the recent report The Corporate Innovation Imperative, download the partial version as full version is for Crowd Company members.)

In the report, we analyzed more than 140 LinkedIn profiles of individuals responsible for corporate innovation in varied industries and countries in order to create a persona of the average corporate innovation leader. Use these characteristics to guide your hiring and talent acquisition process, as well as gauge when leaders may be seeking opportunities for advancement or new challenges.

The term “Tundra” emerged as a common theme among corporate innovation leaders, as they described company culture, and specifically, middle management as the “frozen middle layer” or “Tundra” or other similar metaphors of a dense, rigid, cold layer. A more biological metaphor included “antibodies” that are designed to raise barriers to corporate risk. These are very creative, passionate, and motivated professionals.

Key Stats of the Corporate Innovator Persona:

  • Time spent in current role: 3.2 years. This shows that innovators need to know the business, as well as internal stakeholders, before generating new ideas. They must have credibility to sell up to executives. Many were recently hired from the outside, to shake up the inside, some have entrepreneurial backgrounds.
  • Duration of career: 18.6 years. Corporate innovation leaders aren’t fresh out of college. Rather, they have the experience and know-how to align minds and departments around change. Corporate innovation programs often rock the boat, and change agents need to have direct experience steadying the mast and pushing forward. Much of the success of innovation teams depends on internal alignment among tangential departments, like legal and marketing, to move from ideation through implementation.
  • Number of industries in career: 3. With experience comes a desire for variety. Our research uncovered that throughout their careers, corporate innovation leaders will apply their learning to further multiple areas of the business ecosystem.
  • Percentage with “innovation” in title: 61%. Not only do the majority of leaders have “innovation” in their current title, but 40% also had it in their previous role. This indicates that innovation requires a groundswell before reaching a level where resources are allocated toward dedicated leadership. This slow growth trend of innovation leaders reaching senior levels is also reflected in the fact that only 4% have the title of “Chief Innovation Officer.”
  • A highly educated cohort: 46% have an advanced degree. With age and experience often comes higher educational degrees, as is reflected in our finding that nearly half of corporate innovation leaders tout at least a master’s degree.

Mature corporations understand that an innovation program is only as good as the employees behind it. Follow in the footsteps of corporations like Verizon, which has multiple innovation teams in various business units, each with talented members dedicated to both ideation and execution. This helps them move efficiently to prototype and launch new innovations.

Also focus on talent retention, as there’s a commonplace and ever-present threat that your best and brightest will be poached (or, at the very least, approached) by competing corporations or startups. Leaders at mature organizations consistently ask themselves, “Are we doing enough to keep our most innovative employees happy?” The most effective incentives tie employee progress on innovation KPIs directly to pay structure.

I’ve even heard from these innovation leaders, that they’re willing to risk their jobs at their companies to make significant changes, despite butting up against the culture of non-change. One leader commented “I’m backing on my employability –not my employment” when I take risks. This entrepreneurial mindset is a key one to properly manage, and clear internal roadblocks for if an employer wants to retain these go-getters.

If you want to connect with fellow corporate innovation leaders, we, at Crowd Companies have hundreds of members that have this specific role, in our peer to peer council, who meet at our events, online, and beyond.

via Web Strategy by Jeremiah Owyang | Social Media, Web Marketing http://ift.tt/2leju2t

#marketing From Kickoff to Completion: How to Rock Your Next Project

In Marketing on 26 febrero, 2017 at 18:15

From Kickoff to Completion How to Rock Your Next Project.jpg

Project management requires both forethought and dedication. Forethought, as in the ability to think clearly about what the entire project will entail and lay out an adequate plan for it. Dedication, as in the perseverance to adhere to that plan and see things through. But the best-laid plans can still go awry. That’s where the third piece of the puzzle arises: flexibility. From project kickoff to submitting your final deliverable, here are the three steps to rocking your next project:

1. Prior and Proper Planning Prevents Poor Projects

Think of it as the six Ps. Lay out a project timeline ahead of your project kickoff meeting so that everyone is on the same page. When the team leaves the meeting room after the internal project kickoff, it should understand the entire project timeline, as envisioned by the project manager. This understanding is the foundation of the entire project.

The team should also be aware that, while your vision is the groundwork, it is by no means set in stone. Clients can change their minds, so the scope may be slightly altered. This in turn can put more pressure on a specific task or group of tasks, changing the timeline. But that can be addressed when it arises.

It’s a good idea to have a set of mental/internal checkpoints. Think of it as a video game: You need to progress through the project to the next save point. You don’t want to arrive at a stumbling block and have to retreat all the way to the project kickoff to start building up the timeline again, right? So when you arrive at these internal checkpoints, evaluate where the project is and whether or not the timeframes need to be adjusted. If a task has fallen behind, devote more resources to it. If another has surged ahead, you may need less staff on it to finish.

This works for every group that’s involved with the project kickoff. While your team doesn’t necessarily need to worry about your meetings with stakeholders, it’ll still be aware of when they occur. The client doesn’t need to worry about the specific plans for each task and deliverable—it’ll know how often to expect updates. This way, you have accountability across the board.

2. Dedication Deters Deadline Debacles

When you have a plan, you stick to it. Right? It doesn’t matter how much effort you put into laying out a project plan before the project kickoff if it isn’t followed. Encourage your team to see the bigger picture if your team gives you any pushback.

Quite often, it’s easy to miss the forest for the trees when you’re working on a long project timeline. Someone can easily become disenchanted or outright discouraged when things seem to drag on, or the client continues to be fussy about the same aspect. As long as you’re on the right schedule, these details are fine to encounter. It’s when you weren’t planning for them that it becomes a little more involved.

3. Adjust Anything as Unanticipated Events Approach

Flexibility is the final piece of the puzzle. If you notice things going off track, then it’s time to reevaluate. Don’t wait for a few weeks to see if the ship rights itself. It won’t, and then you’ll be that much further away from the goal.

It takes an experienced project manager to know when to stay the course and when to steer out of danger. Think about it this way: If you feel like you might need to adjust things, it’s time to take a closer look at the entire picture. Awareness is key, but decision-making is also quite important; in reality, being completely aware of the situation will be the only way to make the correct decision. The two go hand in hand.

If you have a project kickoff meeting coming up, keep an eye on these three aspects of project management. It’s an ongoing and iterative process; each step feeds another. You plan, then execute, adjust as necessary, develop a new plan, adhere to it until it’s time to adjust again. Keep the circle of project management a closed loop from project kickoff until completion and you’ll have success the entire way through!

via Business Articles | Business 2 Community http://ift.tt/2l02HoG

#marketing Cómo moverse por Barcelona durante el Mobile World Congress #MWC17

In Marketing on 26 febrero, 2017 at 13:10

Desde mañana día 27 de febrero hasta el próximo jueves 2 de marzo, Barcelona será la encargada de acoger a una de las mayores ferias de tecnología de todo el mundo, el Mobile World Congress. Con la perspectiva de dejar un impacto económico en la capital superior a los 465 millones de euros, se espera que a esta cita acudan más de 101.000 congresistas.

Como consecuencia, el ritmo de la ciudad será más frenético de lo habitual durante estos días. Así que tiene pensado moverse por la ciudad catalana a lo largo de esta semana, tenga en cuenta que servicios como la prestación de taxis podrían verse afectados debido al incremento de la demanda.

Por ello y con la finalidad de que sus desplazamientos sean lo más ágiles posibles, desde mytaxi nos ofrecen una serie de consejos:

1. Evite las horas punta

Si puede evitar salir a primera hora de la mañana, no dude en hacerlo, es la mejor opción. Puesto que encontrar un taxi a media mañana, es una tarea mucho menos agobiante y más rápida. Aunque, si ya ha concertado una reunión o tiene un compromiso, la solución es salir antes de lo habitual de su casa.

2. Comparta taxi

Si tiene la opción de compartir taxi con algunos de sus compañeros de trabajo, ésta puede ser la mejor ocasión para hacerlo.

3. Reservas anticipadas

La opción de solicitar reservas anticipadas con 4 días de antelación, es una buena medida para llegar a tiempo a cualquier compromiso. Especialmente, si tiene previsto realizar algún trayecto hacia o desde el aeropuerto, que serán los recorridos que sufran un mayor tráfico durante estos días.

4. Asegúrese de que es su taxi

En momentos de mucho ruido y ajetreo, confundirse puede ser algo muy frecuente. Por ello, antes de subirse a un taxi, compruebe que se trate tanto del taxista como del vehículo, que la aplicación le ha asignado.

via Marketing Directo http://ift.tt/2mjvFA1

A %d blogueros les gusta esto: