8/9/2019 No Risk, No Reward: Innovation Quiz

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No Risk, No Reward: Innovation Quiz

A good CEO should make the CFO a little nervous. When the CFO is sleepingsoundly, the CEO is not reaching high enough and lacks vision.

If the CEO does not provoke people with an aggressive vision of organicgrowth, someone at the rm needs to !e appointed as the o"cial risk#taker.Without risks, there is no reward.

While a company can streamline itself to operational e$cellence, it still needsto innovate to grow market share. %ou cannot reali&e true growth from costcutting alone.

Innovation re'uires a di(erent mindset and !ehaviors than crafting ane"cient organi&ation. )usinesses need !oth operational e$cellence andstrategic innovation to prosper in the short# and long#term.

*oes your !usiness have a culture that fosters growth and innovation+ omany innovation e(orts are merely puny attempts to pacify a !oard re'uest.Worse- when companies !elieve they are earnest in their innovation e(orts,!ut the culture of the !usiness does not allow for real innovation to happen.

Is your company really innovating or just talking about it?

 ake this short 'ui& !y answering /yes0 or /no0 and nd out.

 111112eople are tasked to plan how to push the !oundaries of what seemspossi!le to ensure that we stay ahead.

 11111Employees are comforta!le asking provocative and unsettling 'uestionsa!out company strategy.

 111112ro3ect teams apply o(!eat sources in search of the !reakthroughsolutions.

 11111Our organi&ation actively seeks solutions to stay ahead of the curve.

 111112ro3ect teams are given time and resources to learn a!out innovationand trends.

 11111We push for continual improvement, even if what we4re o(ering is theindustry#leading product or service.

 11111Competitors change their o(ering to mock our !usiness model andmarket strategy.

 11111Failure and smart risk taking are cele!rated !y our leadership. E(orts donot have to !e /successful0 to !e recogni&ed.

8/9/2019 No Risk, No Reward: Innovation Quiz

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 11111here is an active, open culture of dialogue !etween roles, departments,functions, and levels within the organi&ation.

 11111We know that we do not have all the e$pertise in#house, and partnerwith rms outside the company to develop new ideas.

 11111We purposefully hire people with diverse !ackgrounds and strive tocreate teams that are comprised of a variety of disciplines to ensure a wide#sweeping perspective.

 111115ood ideas are !orn from every corner and rank of the company6andthere is a formal way to present them and have them seriously considered.

Add up the yeses. 7ere4s the score key.

89#8:, re3oice. %our company knows !oth the wild 3oys and smart !usinesssense of innovating.

;#, sigh. Well, your company su(ers from wanting to innovate !ut not reallyunderstanding how to implement strategic growth across the culture.

9#?, ugh. If you are an employee, you deserve more, hit @onster now. If youown or run the company, it is time to get real. %our competitors will crush youand your !est people will leave, soon. 5et help, today.