GET TO NEXT|Sprints
Building A Culture Of Innovation
Activate What Matters
Building A Culture Of Innovation
Aligning Teams Around Action
Creating An Environment Of Transformation
Challenge and Solution
Most companies have a well-defined and well-orchestrated culture that drives executions and organizations also have instituted a culture in how they create initiatives or structures that fuel innovation. The problem is that too often those two cultures clash leading to frustration and stagnation. The GTN solution is to design a culture that integrates resiliency into the fabric of the company and to train people inside the organization with a broader set of skills to run today’s systems well while also being open, alert, and aware of what needs to come next.
An intentional process that engineers innovation into the day-to-day culture is the #1 requirement to achieve competitive edge.
The currency of innovation is not ideas, it’s bringing the right ideas to market at scale. Enterprise-level companies must innovate in order to build their brand and stay ahead of the competition.
Myth: Their size alone inhibits that innovation.
Instead what needs to happen is a re-culturing from the ground up. We introduce mindsets to activate a culture of innovation within every team and practices to construct clear pathways to reliable growth. We open minds to bring big ideas forward and processes to execute.
It used to be that the currency for innovation was ideas. But over the past few years—thanks in large part to the successful proliferation of innovation methods like Design Thinking, Open Innovation and Lean Startup— generating ideas, both inside a company and outside the four walls has become the easy part of innovation.
Who is this for?
Leaders, C-level executives, Innovation Practitioners, Startup Teams. Incubator Cohorts, Accelerator participants and programs.
What makes a company innovative is being able to
ACTIVATE the right ideas and make them BIG.
That requires five things that need to be built into the fabric of an organization:
〉 Observe and Build Impact. Rich capacity for seeing early signs of change and sketching what-if options. EXAMPLE: How many teams saw an exodus from the office and kept patching together piecemeal solutions rather than apply a coordinated observe + build approach?
〉 Seats at the “Innovation Table” for the Yes/And Generative Possibility thinkers + the HOW to get it done teams + the Analytics + Deep Dive contributors + the Get People On Board groups. That’s what distinguishes the companies that think about innovation from the companies that scale innovation. Innovation activation requires logistics, data, processes, financial instruments, and manpower at least as much as it requires idea generation, customer insight, and creativity.
〉 Mastery. It’s critical to eliminate cliches and buzzwords and implant a learning capability into the organization. How does the corporate culture inspire people to gain expertise?
〉 Ecosystem View. As we look at scaling up an initiative, we need to proactively develop new blueprints for how we partner, co-create, and make new markets.
〉 Eliminate Status Quo As The Default. To move a transformation forward, we need to do a check of cultural habits that give extra points for maintaining the as-is. Are we inadvertently applying metrics to new initiatives that will always position them as second-class citizens?
Format
In-Person – Virtual – Hybrid options.
Group size 10-50.
Sprints can also be conducted for individuals, teams, or cohorts in 6-12-week cohorts.
FacilITator
Andrea Kates
Andrea was CEO of the San Francisco SaaS software company that pioneered the application of Lean Startup with scaleup and large companies. In that capacity, she had visibility into more than 13,000 commercialization, technology, and innovation initiatives covering a broad spectrum of companies within the innovation ecosystem from government research labs to large companies (3M, Intel), and a wide range of startups.
She has “futureproofed” teams in virtually every sector including mobile (Ford US + China, GM, Audi), manufacturing/energy (ABB, Audi, GM, Shell-Asia Pacific + Europe), technology/mobile (Fujitsu, HP, Cisco); healthcare (Atrium Health, Mayo Clinic, Roche), B2C consumer goods/hospitality (United Airlines, Sodexo, ALFA-Middle East) and financial services (Allstate, AIG, Citi). Her original research in cross-industry growth was published in her book, Find Your Next.
Andrea has been the featured keynote speaker and global thought leader on the TED main stage, Aspen Ideas Festival, CXO Forum in Tokyo, Rueda de Innovación (Colombia), and in corporate settings (3M, Cisco, Phocuswright: The Future of Travel, OpenFinance Mexico: The Future of Finance, Dubai 2020). Her board affiliations include: Embrace Global, Copenhagen Fintech, OpenFinance Mexico, and Stanford University’s global institute on Responsible Digital Leadership.
Today, Andrea works with leaders to discover their best future with a tangible, practical set of steps called: GET TO NEXT.
What Clients HAVE TOLD US
Innovation has become the buzzword for new thinking. Andrea has truly created a playbook to make innovative thinking something that can actually be implemented. It’s what we’ve all needed! Working with Andrea Kates brings a sense of new possibility, the spirit of co-creation, as well as an ecosystem-based strategic mindset that drives all of us to go bolder.
There has never been more pressure on business leaders to innovate than today. Market pressures, geopolitical shifts, changing technology paradigms, you name it. There has simply never been a more urgent need to identify solutions to new and important problems than right now. But how do you go about venturing into the unknown and emerging stronger for it?
The Get to Next methodology delivers an essential set tool that will help you navigate the challenges ahead of you. You will find it not only a great read, but an invaluable business asset.
