Innovation is really only possible when there is synchronicity between employees and the employee culture — AND that work must be done to accurately quantify that culture and ensure that employees feel understood, like they belong, and are empowered.
Several employees across different levels of government suggested one of those primary departments that proves to be a roadblock is IT.
“Fail fast, fail forward” isn’t really trying to highlight failure, but the success that is born out of straight-up messing up.
In 2018, one agency in Washington became America’s first to transition its entire digital platform for delivering Medicaid assistance into cloud.
Register now to join your peers for this convenient, completely free virtual summit!
If you are managing culture shift or change in your organization how are you protecting yourself from burnout and or from not surviving the change you are seeking?
Government leaders and policymakers need to add analogical thinking to their innovation quiver. At the core of analogical thinking is the ability to solve problems outside-in instead of inside-out.
In my work, I often ask the question of “why?” But admittedly, I am a bit less courageous in asking “why not?”
If your organization doesn’t have a plan for how to scale and transition the innovations, you need one. Letting transformative products or concepts wither while they work through bureaucratic processes will kill organizational energy.
What ingredients need to be present for innovation to happen and for innovators (rebel talent) to have enough staying power to actually see change come to fruition?