The truth about big innovation is that you get what you play for. If that looks like a typo — if it's jarring to see "innovation" and "play" in the same sentence or to hear anyone suggest that you, a manager, should play at anything — then this blog post is for you.
When executives create teams to pursue breakthrough innovation they typically push the work down to the operating levels, just as they do so successfully with their core businesses. This approach may seem eminently sensible because it "empowers" a group of lower-level employees while offloading a task that executives typically say they're too busy to handle.
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