This chapter deals with the integration of high-performance work teams aligned to the structure defined by the leading team based on the inclusion of the staff. For this it is necessary to consider and implement concepts of leadership, collaborative work, and corporate decision-making processes, selection, and evaluation of personnel; but, above all, it is necessary to develop and implement appropriately concepts such as coaching and empowerment. The key to the success of the agile corporate innovation strategy lies precisely in this pillar, the empowerment of human talent. The literature regarding the topics of leadership, coaching, mindfulness, and empowerment is coarse and powerful; these are the central themes to support the launch of agile corporate innovation initiatives. This chapter explores the integration of human talent.
TopIntroduction
The illiterates of the 21st century will not be those who know not how to read and write, but those who can not learn and unlearn and relearn. (Toffler, 1970)
Now it’s time to integrate human talent! LEADERSHIP!
Figure 1. Source: Portillo, E. (2016), The Stragile Conscious Corporate Innovation Model. TopStep 14. The Importance Of Leadership In The Organization
The irony is that now for companies that hired employees so “well-rounded”, innovation is a must, and without proper training, it seems that this process has neither a start nor an end. Normally, neither managers nor employees have been trained to be innovative. In fact, the percentage of companies that are trying to innovate, are few, and also with a high degree of failure. It seems that only the notables who have graduated from the Ivy Leage universities have the “inspiration” and the knowledge to generate innovations within the companies. However, the reality has shown that these prestigious few have a large percentage of errors of judgment in both administrative processes and an innovation process. Several graduates of the top universities took the decisions that led to the mortgage crisis of 2008 and 2009.
The good news is that any company and/or individual can develop a capacity for innovation beyond its current limits. If determination is present, it is perfectly possible, but you have to pay a price. You have to train people, you have to re-train individuales. Like with any competency, the innovative capacity can easily be taught. The knowledge, methods, resources, and technology exists, as well as specific skills and attitudes to be developed, among which are: identification of opportunities, collaborative work, leadership, communication skills, empathy, learning from failure, facing ambiguity and uncertainty, sense of purpose, and self-efficacy; traits that were discussed in the first chapters, and given the importance of one of these, we will talk now about collaborative work and decision making in the company as key factors in the process of business innovation.