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The third hill involved the migration of ideas from the beehive to the operational side of the company. With the beehive operating, we turned quickly to managing the evolution of ideas to the point that they could be shared with the operational side of the company. Bringing them out before they were completely formed produced less than optimal experiences and a lot of frustration. Groups of ‘advocates’ from within the beehive were tasked to develop their idea to the point that it could be described to a team or operational types who involved was a series of meeting with the operational types pushing for more refinement and additional functionality. The operational team leader and the beehive manager often had to work overtime to keep things from exploding. Frustration was a constant result. However, after a few experiences, both sides educated each other and the process came to work relatively smoothly.
One issue that constantly came up – and that I will address later on – was the question of compensation. Although the inhabitants of the beehive were more idealistic than those on the operational side, they did have a practical side – both in terms of compensation and budgeting. Solving that problem presented some interesting opportunities for experimentation.
© Dr. Earl R. Smith II
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Related Articles:
- The Challenge of Cultivating Innovation – Part 3
- The Challenge of Cultivating Innovation – Part 2
- The Challenge of Cultivating Innovation – Part 1
- Change – Two of Many Perspectives
- Planning and Implementation
- Changes – The Planning Process
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