Produce Innovative Solutions

Efficient and non-insular personal networks promote one’s ability to frame/solve problems broadly and “see” unique opportunities.

Individual Contributor

An individual contributor juggles the need for multiple perspectives and the push for speed. She gains initial ideas from HR staff and business managers and then proceeds quickly to development. In hindsight, she would have continued to engage others during the prototyping phase for stronger results.
An early-career project manager learns how to navigate across the company to get needed input and engages people in multiple functions to get a product from concept to launch. He generates enthusiasm for the work, which engages the team and establishes a strong internal network.
A high-achiever learns the value of different networks when he struggles to align various stakeholders around a new body of work. The experience has given him a better way to pursue innovation and important lessons for collaborating.
A Human Resources professional brokered innovation by adapting what one leader had done with a small team to a broad group of three hundred. By taking a risk and engaging her network for ideas and support, she made a powerful contribution to the firm’s overall leadership culture.
An experienced team player knows that collaboration and ability to leverage the network is key to driving innovation. She uses her network to find best practices, get input from diverse people and engage people in implementing innovative solutions at retail locations worldwide.
A respected and seasoned senior engineer leads cross functional innovation to boost the company’s services business. He builds his teams based on years of experience leading both product and services innovation.
A high-energy innovator joins a global company in a fast-paced, competitive industry. She quickly builds an internal network across businesses and geographies to gain support and uptake of new ideas.

First Line Manager

A data analyst pitches a high-profile effort in a highly specialized consulting firm. Reporting to an internal client and collaborating with an external partner, she drives an effort that would lead to an innovative solution to a healthcare challenge.
Given a directive by the company president, a savvy manager draws on an influential network to create a new approach to hiring. By creating a process to bring together respected experts, she receives ideas and gains credibility for implementation.
A leader of a small team that works with multiple projects builds on his relationships and established trust to develop a new contracting process and policy. He works closely with stakeholders on a pilot project, then expands as success is shared through word-of-mouth.
An experienced sales manager in the competitive enterprise software market uses internal networks, external ties and carefully built relationships to move from product launch to an established business.
A seasoned manager has learned to work across boundaries to define challenges. She patiently builds the right network of experts and teams. She initially orchestrates the connections then steps back so she does not block progress.
A manager with a highly technical background and a data-driven mindset is immersed in strategic change through his work in HR analytics for a global company. He learns how internal and external networks fuel innovation, through his own ties and the actions of senior leaders.
A high-potential leader takes on a short-term, high-profile assignment. She uses her network to build the team, understand the problem space, develop solutions and gain acceptance of her recommendations.

Manager of Managers

A product manager searches for a fix when legislation forces affect nearly half the firm’s customers. She relies on network feedback that after initial negative responses creates a solution that take a completely different direction.
New to the role, a senior leader brings an outsider’s perspective and a new network to an insular group. The goal: find a solution to an expensive, inefficient and painful process. Along the way, he builds network know-how within his group.
A regional manager is a key connector of ideas and people, allowing innovation to morph and be applied in new contexts. She relies on her trusted network to determine high-value projects and investments—and to find the best collaborators.
A product manager creates an environment for innovative thinking within his team. He has learned to use the network strategically to solve problems and deliver new services in a global technology firm.
An experienced leader is charged with extending product offerings as part of a larger innovation effort. Her group uses various strategies to encourage new ideas from across the employee network. Now, innovation and cross-functional product development is part of the firm’s success.
Charged with translating research into client solutions, a seasoned manager is a broker of ideas. She engages respected and influential people across various perspectives, which results in ideas that are adapted broadly within the organization.
A manager of a growing technical team uses both leadership behaviors and organizational structures to facilitate collaboration and innovation. He knows how to engage where he is most needed, avoiding becoming a bottleneck and preventing collaborative overload.

Senior Leader

A senior leader spends his entire career working in various divisions and locations of a global pharmaceutical company. Now, as a leader of a highly technical function, he has built a culture of innovation through collaboration to ensure quality and drive very strong business.
A senior executive sets the context for innovation in a large-scale, legacy business. He encourages exploration, rather than perfection, to generate ideas at every level. Changing his own behaviors, he shifts habits of over-collaboration and counters the fear of being wrong.
A senior partner takes on a fundamental redesign of the partnership structure in a large, global consulting firm. Rather than stacking her team with like-minded peers or with expected power players, she brought in people who would challenge her and provide a broader perspective.
A sales executive needs to broaden her company’s sales message to be about the flagship product’s transformational business value. Drawing on her network, she creates a diverse task force that develops an innovative two-pronged approach for the solution.
A senior leader sees his role as fostering collaboration and engaging the talent across teams, units and functions. He and his fellow executives work diligently to break down silos and to reward collaboration and shared success.
A senior leader navigates an extended network of internal stakeholders to define a strategic need and seek an acquisition that would bring needed expertise to the firm. He learns to engage influencers—both supporters and resisters—in effective ways.
A senior executive understands the essential role innovation plays in his firm’s ongoing success. He establishes a culture that fosters collaboration for innovation through leadership behaviors and practices. He has seen the benefits of “collaborative control” over “command-and-control.”

How Successful People Innovate Through Networks

Contact Us

We're not around right now. But you can send us an email and we'll get back to you, asap.

Start typing and press Enter to search