To win by making Transformation, Innovation, R & D, and Corporate Venture Investing more rewarding by meaningfully expanding opportunities, creating new value, and improving outcomes with AI to elevate capabilities, leading organizations are good at –
- Their people being accomplished at listening as well as identifying and making good on new opportunities.
- Investing heavily in AI tools and developing AI competencies in their people.
- Providing perks and rewards including – $ and other recognition for achievements and meaningful contributions to strategic or new initiatives, flexible working arrangements, allowance for the pursuit of other interests, time and support for personnel and professional development, etc.
- Recognizing –
A. Change starts with decision makers having a vision for the organization, insights on new notions of value, and asking questions (to their people, Customers and other stakeholders) about – What is needed to make things better ?
+ Make suggestions for new products, services, processes, etc.
+ Engage with others on their suggestions for opportunities, new products, etc.
+ Be part of the process to drive change
…. the CEO needs to do more than “ send a memo “
B. A “ People First Culture “ begins with collaboration and designing policies, benefits and outcomes “ – in conjunction with team members. …. not just for them
C. Leaders need to be approachable, easy to talk to, and good at following through on mutually agreed objectives.
D. Leadership having a “ Discovery Mindset “
E. Realizing “listening” is only meaningful if it leads to action and improves outcomes.
F. Achieving results that matter – to grow the top and bottom line, for strategic and competitive advantage, etc.
G. Creating significant new value requires the ability to Innovate for Impact with portfolio thinking, good look ahead and openness, being curious, good at exploring, critical thinking, and being humble.
H. With the changing nature of risk, focus on what will have value and what is needed to get there. And with AI, realize maintaining the status quo is frequently riskier than trying or making a change – even if the project doesn’t pan out as planned (because of the “ Lessons Learned “ from the experience).
I. Anticipating new notions of value and addressing rising expectations, typically requires new thinking.
J. Being flexible on how results are achieved – as long as the people or the team is performing, learning, and growing – whether in the office, remotely, or in a hybrid work environment.
K. Empowering people by pairing humans with AI agents to meaningfully improve outcomes.
L. Being sophisticated with technology and having digital fluency is essential for success.
M. Realizing “ technology “ is an amplifier of human talent. ….. not a replacement for it.
N. Using AI Agents as coaches and sounding boards for new plans, strategies, etc.
O. Encouraging people to explore, try and benefit with AI tools.
P. Being accomplished at managing change
…. by raising expectations and motivating people to update their perspective and change their behavior
….getting past the “ Forbidden Futures Phenomenon “ – the reluctance of people to seriously consider things or possibilities they don’t like
….balancing thoughtfulness with the need to be good at improving and imagining what it means to have a better future
Q. Being good at written and verbal communication as well as at articulating a compelling value proposition
…. so people focus on the benefits of trying a new tool or engaging in a new process
R. Applying metrics that matter – usually a combination of traditional and new KPIs to drive the desired outcomes
S. Creating opportunities to collaborate between organization personnel, departments, partners, etc. with AI tools – to fast track determining what’s possible and to identify the bigger opportunities
CAIL Innovation Insights info@cail.com www.cail.com 905-940-9000