To mark Exago’s 11th anniversary, we have put together pieces of wisdom from our clients, true innovation managers, to bring innovation together. This is lesson 10.
From the start:
Welcoming 2019, we are happy to present the latest Exago 4.0 innovation software release! In a world driven by data and information, the brand new dashboard is what really sets it apart.
The Exago Eagle Edition lets you closely watch the performance and evolution of your innovation programme. What’s more significant, it gives you a wider and more insightful vision to find meanings, results and real value in your innovation challenges.
But that’s not all. We introduce the Exago Eagle Release:
Leadership is undoubtedly a critical piece of the business innovation puzzle. In fact, a recent study showed that the highest performing companies centralise their innovation strategy in upper management, meaning it is often those at C-level who push for innovation within a company. But being a great leader isn’t enough if you hope to succeed this year.
It is argued that leadership must be rethought and refocused on harnessing the best of each individual (particularly considering the more interventive profile of the newest generations at work), while also creating collective genius.
Rather than getting people to follow you, leaders should look to encourage others to co-create alongside them, making full use of the power of collaboration to achieve their business goals.
So beyond the traditional role of a business leader, managers today must bring together different skillsets, mindsets and toolsets to innovate successfully. Only a good innovation leader can foster a culture of innovation and collaboration within their organisation’s walls, with collective efforts driving positive results and growth.
While many academics and entrepreneurs have dedicated their learning to leadership and innovation, not enough of them explore the connection between the two. In this day and age, thriving as an innovation leader requires relearning leadership roles, encouraging teamwork and assessing where you can add real value.
Here are four behaviours you should hone to ensure your organisation innovates routinely:
CEOs ranked culture as the most important strategy to improve innovation performance in 2018. And it’s a growing trend. Fostering trust and collaboration, the building blocks to creating a culture of ongoing innovation, is a key part of the innovation leadership role.
By investing in your most valuable resource – your people and their insights –, you are stimulating the generation of valuable ideas. Diversity and inclusion are also fuel for the creative process, while methodologies such as gamification ensure continued engagement and enthusiasm towards achieving the goals of your company, in a collaborative way.
Innovation leaders crave information and are always open to possibilities. They look to respond to unmet needs – often brought to their attention by involving the people on the ground – and see potential in every challenge. In short, it’s about assessing trends and getting feedback, on an ongoing basis, and always seeing the bigger picture.
Teams or organisations may always have done something a certain way, or tried and failed in a specific approach. A good innovation leader doesn’t rely on what is comfortable, but instead challenges assumptions and envisions alternative possibilities. And when the workforce is encouraged to think for themselves, it opens up a world of possibilities and experimentation.
With studies showing that high-performing companies are more likely to strive for first-mover advantage, there seems to be a strong correlation between speed of execution and degree of innovation. Thinking ahead of the curve and looking to the future – by tracking emerging trends and connecting the dots – enables organisations to transform change into opportunity.
A good leader today is synonymous with transforming challenges into opportunities for the company and its people, by leveraging teamwork and collaboration. Rethinking the traditional leadership role (and mastering new skills) will enable managers and organisations to engage their people at a deeper level and ensure a sustainable and more brilliant future for their business.
Diana Neves de Carvalho, Exago’s CEO
Seeing innovation as a leverage for change, the Brazilian Fleury Group currently has 2,500 stakeholders involved in its innovation efforts. They have shared almost 3,000 ideas, of which close to a third have been implemented, generating 4.3 million reais of aggregated value in the last two years alone (approximately 900,000 euros).
The results were presented in a conference organised by the Fleury Group to discuss “Intrapreneurship and Open Innovation”, in São Paulo, on November 23rd. The company, one of the largest groups of clinical analysis services in Latin America, gathered key suppliers and several companies to share knowledge and experience on open innovation and intrapreneurship initiatives.
Spreading healthcare innovation
In 2011, the Fleury Group introduced Central de Ideias, an innovation program supported by an Exago solution, to unlock the innovation potential of Fleury’s workforce, aimed at improving internal processes, employee well-being and customer service, as well as its medical and technical procedures. Central de Ideias helped the Fleury Group reach the top 5 shortlist for the international 2015 IMP³rove Award.
In 2012, Fleury decided to also involve its suppliers in its innovation challenges, also using Exago. PERC, the Supply Chain Relationship Excellence Program, was developed to expand these efforts further, using a multicentric and multidisciplinary innovation approach. PERC ensures a closer relationship between Fleury and its supply chain, recognising the suppliers with the best performance over the course of the year.
With its comprehensive idea management programme, the Fleury Group seeks to apply practical and technical solutions that bring change to products, processes and services within the organisation or in specific areas that accumulate value – by generating revenue, reducing costs and improving people’s experience.
Founded in 1926, Fleury is one of the largest and most respected Brazilian healthcare companies. With close to 10,000 employees and more than 200 healthcare units across the country, the national leader of the premium segment in Diagnostic Medicine invests heavily in R&D and applying state-of-the-art technology across its business chain.