How much time, money, and effort is expended trying to determine which innovations are “worthwhile”? And how many truly disruptive ideas fail as a result of hierarchical due diligence processes?
KT had so far sought innovation with a top-down approach, but a growing consensus was that it needed ‘employee-led Bottom-up innovation’ to become an innovation company with a sustainable growth.
TANDBERG breaks the engineers' monopoly on inventing by bringing its leaders, sales people, channel managers and sales engineers into "soft R&D labs." Their inventions are new "moves" that ge
For many years, HUL (Hindustan Unilever Ltd.) has sent young managers to spend 8 weeks or more, living in a remote rural village in India as part of its entry-level leadership training bootcamp.
Mention the word “innovation” to any of Whirlpool Corporation’s 70,000 employees, and he or she will not typically cite any particular product, service or line of business. At Whirlpool, t
If you really want change, and lasting change, in your company, find a way to access and ignite those with the most desire for the change and not just those with the most qualifications. Use you
There's a crisis in management, and that's because everyone is fighting fires with the same old methods. It is like being on a treadmill that you can't get off.
Given the evolving global water scarcity situation, the world’s largest beverage company created a new dynamic with its bottlers and external partners, one focused on conserving local watersheds, ther
Hindustan Unilever at last count has given over 500 CEOs to corporates across the world. In any survey of companies that consistently build world class leaders, HUL is sure to feature prominently.
