Unbelievable - Innovation Culture Change in 4 Days

11/12/2018

This past week I observed something I never thought was possible. A team from a multi-national corporation transformed from fear and pessimism to innovation and optimism in 4 days!

My Two Most Important Jobs as a Leader

07/10/2017

On Wednesday at 2:00 this week I have to do my job as the leader of the Innovation Engineering movement.    As I prepare for the meeting I found myself this week reflecting on my two most important jobs as a leader: 1) Make true strategic decisions on where I want the organization to go and 2) Give power to my people to help them achieve my strategic mission.  

Be Responsible for the Energy you Bring

07/07/2017

Years ago I was home with my second child.  In between diapers and naps I’d turn on the TV to give me some semblance of adult conversation and company.  One afternoon I got sucked into an episode of Oprah (when it was a show, not an entire network), that completely changed my outlook on behavior and outcomes.

Why don't my employees want to do anything?

11/12/2015

Human resources is one of our most valuable tools in todayÕs business world but leveraging that tool to itÕs fullest potential can seem like an impossible task. 

A New Leadership Mindset for the Millennial Manager, Worker and Marketplace

04/09/2015

The New World Requires a New Leadership Approach
Good Morning Innovation Explorers & Pioneers,

Learning how to WIN Again!

04/07/2015

 
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How to Realize a 400% increase in your Cost Savings Project Value

03/24/2015

Scientific Research Finds the Secret to Unlocking the Power of Employee Driven ideas
 

Do you want to be controlled or enabled?

03/11/2015

The innovation gap between companies is growing.
Today, if you’re not meaningfully unique you better be cheap.

Can someone help me understand this contradiction?

02/25/2015

The other day I was working with a senior leadership team translating their business strategy to what we call Blue Cards - these are simple translations of the leaderships strategic intent.
We crafted a card about the need for growth - defined a highly motivating  narrative, set strategic exclusions and even tactical constraints.  In particular we made it clear that we were not interested in ideas that generated less than $10 Million (it was a very large company).

How to Help Leaders Find the Courage to "Do the right thing"

02/17/2015

The classic "excuse" for the short term orientation of leadership is that the big boss, the shareholders, wall street, venture capitalists, or who ever - needs to see short term results.
There is only one way for a leader to find the courage to do the right thing - even if it is costly in the short term.

Doug Hall

The Driving Eureka! Newsletter is a compilation of case studies, new techniques, thought provoking insights, an occasional rant, and excerpts from my books 

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