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Every day, front-line employees see many problems and opportunities that their managers do not. They have plenty of ideas to improve productivity, quality and customer service, to offer new or better products or services, or to enhance their organizations in other ways. But their organizations usually do better at suppressing these ideas than promoting them.
As Dr. Robinson will explain, some eighty percent of an organization’s potential for improvement lies in front-line ideas. Organizations which are not set up to listen to and act on front-line ideas are using at best only a fifth of their improvement engines. When managers gain the ability to implement twenty, fifty, or even a hundred ideas per person per year, everything changes.
Most managers largely ignore the enormous resource of employee ideas. Either these managers do not realize the power in employee ideas, or they have never learned how to tap this power effectively. This talk will show you how the best managers and organizations encourage, collect and implement large numbers of employee ideas. Idea-driven organizations are led and managed in a totally different way, are purposefully structured for the flow of bottom-up ideas, and employees and managers are constantly being trained in new ways to come up with more and better ideas.