Our managers seem to learn in different ways.
How do we get learning to stick?
Activists? Reflectors? Theorists? Pragmatists?
Do they prefer learning through visual, auditory or kinaesthetic means?
Which blend of activities do you use to embed learning at work?
How actively involved are senior managers in capability development?
Our ideas don’t seem that different to anybody else’s!
I’m not sure that our innovation is either very strategic or very focused.
Do you look outside your own industry for inspiration?
Are your managers equipped with a toolkit of creative techniques and behaviours?
In which market ‘space’ are you trying to innovate and compete?
Which customer segment(s) are you targeting?
We want to develop new skills and deliver solutions at the same time!
We want techniques fit for the work place, not just for the classroom!
What is the weighted importance of skills development versus solutions delivery?
How do you measure success in both areas?
Which existing processes are you improving or replacing?
Who is going to use the techniques? When? Where? For how long?
Implementation and execution often let us down.
How do we find those real ‘killer’ insights?
How cross-functionally driven are your innovation efforts?
How do you track and monitor in-market performance?
How much time do managers spend with customers?
How skilful are they at turning information into insights, insights into springsights?
