Sustaining innovation is not about technology investment or semi-regular strategic meetings or that one or two “brilliant” executives who can come up with the next great idea for a new service or an operational plan to improve performance. What organizations need is a model that can systematically challenge assumptions, combine disparate viewpoints, and generate the…
Health and human service executives face constant pressure to improve performance, expand services, respond to changing payer requirements, address workforce shortages, and adapt to new technologies. Yet many organizations struggle to generate the steady flow of new ideas needed to meet those demands. While innovation is often discussed as a strategic priority, few organizations have…
Innovation is a key element of leading through market turbulence and sustaining organizational performance (see Finding Opportunities In Chaos). But innovation does not happen because an organization has one good idea, one creative executive, or one strategic planning discussion. Sustainable innovation requires an operating system—a leadership structure, communication process, and culture that can consistently identify…
The theme of this month’s newsletter is simple: innovation begins with capable leaders. Provider organizations that want to innovate consistently must build a leadership pipeline that develops executives with the skills needed to identify opportunities, evaluate ideas, secure resources, and move innovation into practice.
Broadly speaking, innovative executives can move from concept to action while…
