Presented at the Spring Into Success Series Greensboro NC 2011
All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means, including informational storage and retrieval systems, without permission in writing from the copyright holder, except for brief quotations in a review.
Peter Drucker Global Forums: Lessons LearnedMark Beliczky
Driving business growth through Innovation. employee engagement, and academic/community/NGO strategic cooperation:
1. The need for proactive and intentional innovation, the critical importance of the role of the leader in setting Innovation as a enterprise priority/formal strategy, creating/maintaining an "innovation culture," having an innovation system, and executing both exploitive and exploration innovation
2. Making "employee engagement" a key priority and component of enterprise Human Capital strategy and to be included in the overall company strategy -- knowing the drivers, and having metrics (Global employee engagement is 13%: "engaged employees are involved in, enthusiastic about, and committed to their work and workplace" )
3. Working and partnering with Business Management Academics and private/public partnerships to collaborate on business and community growth objectives, and for business professionals to better leverage "evidence-based" management data (e.g. the Academy of Management in US)
Presented at the Spring Into Success Series Greensboro NC 2011
All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means, including informational storage and retrieval systems, without permission in writing from the copyright holder, except for brief quotations in a review.
Peter Drucker Global Forums: Lessons LearnedMark Beliczky
Driving business growth through Innovation. employee engagement, and academic/community/NGO strategic cooperation:
1. The need for proactive and intentional innovation, the critical importance of the role of the leader in setting Innovation as a enterprise priority/formal strategy, creating/maintaining an "innovation culture," having an innovation system, and executing both exploitive and exploration innovation
2. Making "employee engagement" a key priority and component of enterprise Human Capital strategy and to be included in the overall company strategy -- knowing the drivers, and having metrics (Global employee engagement is 13%: "engaged employees are involved in, enthusiastic about, and committed to their work and workplace" )
3. Working and partnering with Business Management Academics and private/public partnerships to collaborate on business and community growth objectives, and for business professionals to better leverage "evidence-based" management data (e.g. the Academy of Management in US)