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Live from FEI 2013: Creating a Culture of Continuous Learning

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Pen + Paper: Creating a Culture of Continuous Learning.

Our speakers are on the stage for a 'fishbowl.' This sounds like an
interesting approach ' the speakers go for a bit and then the room is opened up
to the audience. If someone has an opposing point of view or case study they
can take the stage and present it.
Can these two veeps hold the stage or will the collective intellect and
experience of the audience push them off the stage?
// We are only five minutes in, will there be a feisty debate? //
It would appear from the backgrounds of these two individuals, they have
the credentials to stay atop the 'king of the hill.' See for yourself.
Alex Cedeno, 'Worst thing, start a change method and then give up.' It
makes all change in the future harder to accomplish. People remember when the
culture gave up on a movement. Alex, 'No entitlement inside the organization by
changing the reward systems' This definitely needs a supportive CEO.
James Euchner, 'first it has to matter to the CEO, they can't just give
you permission to play in the sandbox' The second item, 'the CEO has to not
only give you budget, but also time because a good idea needs time to be
// Twenty minutes in, they still hold the stage. //
Alex, to the question, what made you successful, 'didn't start my career
with this intended path, found the set of experience and broad exposure to
businesses and technologies'? James, 'I never feel like I've got this nailed,
you could spend a whole career positioning organizations for innovation.'
// Thirty minutes in and the audience are stirring. //
Answering how do you make innovation happen at a 'gut' level? Alex,
'balancing what I have to do for this year and next, then planning out farther
to meet the ever advancing goals in the future.' James, 'bring people together
periodically across disciplines, engaging people in the process, but you'll
still never get everyone.'
James, 'from my point of view, people want to innovate and create,
naturally' people don't want to be nailed for something unexpected in
accountability.' Alex, 'for the top ten most important projects the CEO will
have open discussions with the leaders on the projects, allowing for a voice to
the CEO. No power points or presentations, how can we help you work through
your challenges'?
// Forty-five minutes, it appears the audience doesn't have the mustard.
It appears the audience is both impressed by James / Alex and stuck to
their chairs. Nobody is rushing the stage or grabbing the microphone from the moderator.
This is a good sign. The proper pair of thinkers who had the intellect
and experience to share held the stage.
Thank you for taking the time to read and consider our perspective.
Managing Principal

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