Wouter van Wersch’s business card might carry two job titles, but the President and CEO of GE Southeast Asia says his sole objective is in keeping the flag of the 125-year-old industrial technology company flying high
Annie Meyer has been an integral part of Australian-founded international logistics business Transtar International Freight for her entire career. As CEO of Asia, she heads up 12 offices around the region’s most important trading ports. HRM Asia asks about her strategies on retention, engagement, and people development.
Sabrina Tan, CEO of Singaporean beauty technology company Skin Inc, says the traditionally male-dominated technology industry and female-skewed skin care sector have a lot more in common than meets the eye.
So you think your organisation is “serious” about innovation? Professor Gary Hamel, one of the world’s most influential business thinkers and keynote presenter at HR Summit Asia 2017, sets an extremely high bar. He says truly serious innovation requires a complete overhaul of the traditional management model.
Cynthia Stuckey, Asia Pacific Managing Director of The Forum Corporation, emphasizes that accountability begins at the leadership level, citing a unique example in the form of AirAsia Group CEO, Tony Fernandes.
You may have that one manager who constantly spouts ideas and methods of execution. Their creativity in finding solution-oriented actions is often impressive, and it is not always easy to keep pace with all of their ideas. Although their initiative is great, there comes a point when this hyper-creativity becomes counter-productive. Limited financial and/or human resources can hinder timely execution, and there is also a tendency for idea generators to adapt their ideas along the way.
Cutting off these ‘idea machine’ managers would stop them being creative. However, without focus, they will drown your team in hundreds of unfinished projects.
Try this three step solution:
Firstly, welcome these ideas by giving your manager time and space to brainstorm on a consistent basis. It is important to provide a space where the ‘idea machine’ feels they are being listened to. After hearing them out, explain what you need and come to an agreement on a few ideas to proceed with. Then, consult your execution team on the feasibility. This way, there is ownership at all three levels.
Secondly, keep an ideas list from the brainstorming meetings. This way, potential projects will always be on hand, which creates a cycle of ongoing activity, keeping the workplace energy revving away.
Finally, focus the attention on a maximum of three projects at a time. That way, everyone involved is re-energised by the successfully completed project and will be ready to repeat the cycle.