TRAINING FOR CREATIVITY AND INNOVATION OF EMPLOYEES OF THE FOREIGN BRANCH
”Training for creativity and innovation of employees of the foreign branch”
Making the foreign company versatile and innovative, teaching its employees to think differently and creatively.
The summary of the intervention
L’intervento è indirizzato alle risorse umane della sede estera, allo scopo di creare una mentalità al passo con i tempi ed i moderni concetti di competitività aziendale.
Il sistema economico e di mercato è sempre più veloce, incerto, tempestoso.
The intervention is addressed to the human resources of the foreign branch, in order to create a mentality in step with the times and the modern concepts of business competitiveness.
The economic and market system is always faster, uncertain, stormy.
The competitive advantage of a company lies in its ability to adapt quickly to the continuous changes that surround it, but to do this it needs versatile, innovative human resources, motivated to look for new and different paths, in the interest of the company.
The foreign branch is often a critical area in this respect. Physical distance from the parent company, specific cultural aspects of the country in which it is located, character of the people, location within the country can progressively lead to a drop in creative mentality and a flattening towards the daily life of the entire foreign company.
The intervention moves according to the guidelines of the innovation advice and training that are based on some fundamental principles:
– Innovation does not mean just making a new, different, creative product, but it belongs to all the business sectors, in their ability to find a different way to do anything, break the mold, mental forms, prejudices, finding solutions that normally you do not think.
– The ability to innovate is not an innate talent but a skill that is learned, just like all other skills.
– To innovate it is necessary to create appropriate processes of change that must be known and assimilated.
– Innovation brings to the company a change of mentality and how every change generates resistance. Knowing, managing and winning these resistance is fundamental for the success of the innovation itself.
The intervention transmits the concepts of creativity, innovation, problem solving in the company, explains the ways in which the related processes are created and, if required, supports the company in their implementation.
The symptoms of his need
The management of the company has the perception of a certain immobility, in the foreign branch, in the way of doing things, of thinking, of facing problems. The phrase “we have always done so” is often used to block new ideas and many people, even valuable, do their work repetitively and without apparent stimuli. Meanwhile, the foreign branch achieves lower results than expected and even if it manages to maintain its positions, it witnesses the rise of competitors who, no one knows how, grow and, apparently, prosper.
Tutto questo serve ad abituare le persone a pensare in modo differente, dargli la coscienza di poter essere creativi, fargli toccare con mano quanto ampio e stimolante sia il mondo che si trova fuori dai consueti spazi di pensiero.
Nella seconda parte tutto questo viene applicato alle casistiche della sede estera, operando analisi ed innovazioni su determinati aspetti della vita aziendale. In questo caso la focalizzazione è sulla ricerca di soluzioni innovative nelle tematiche che vengono utilizzate come test. Lo scopo di questa parte è quello di mostrare come le tecniche e le mentalità assimilate nella prima parte conducano a risultati pratici, innovativi ed estremamente efficaci. Molto importante in questa fase è insegnare alle persone ad operare in gruppo, utilizzare le idee degli altri per progredire nella soluzione e ricercare insieme nuove strade di ragionamento.
The course of the intervention
The intervention consists of two fundamental phases, which do not necessarily have to be carried out in sequence, but which can also alternate with each other.
In the first phase the employees of the foreign branch are taught the basics of innovation, creativity and problem solving.
This part consists not only in explaining the concepts of innovation and creativity, but above all in making them assimilate to the people involved. To assimilate innovation and creativity means to change the current way of thinking and acting to take on another: understandably this means winning the current prejudices, expressed or unconscious, leaving the comfort zone represented by the usual way of doing things, getting involved. People are pushed out of their mental defense area through explanations, simulations, exercises and other training tools.
All this is needed to get people used to think differently, to give them the awareness of being creative, to let them touch with their hands how wide and stimulating the world is that is outside the usual spaces of thought.
In the second part all of this is applied to the cases of the foreign branch, making analyzes and innovations on certain aspects of company life. In this case the focus is on the search for innovative solutions in the issues that are used as a test. The purpose of this part is to show how the techniques and the mentality assimilated in the first part lead to practical, innovative and extremely effective results. Very important at this stage is to teach people to work in a group, to use other people’s ideas to progress in the solution and to seek new ways of reasoning together.
The human resources involved
Creativity and innovation are characteristics that must belong to all human resources of the foreign branch, from the top to the basic levels. This is why the human resources involved can be composed in the most different ways. A homogeneous group can be selected by hierarchical level, for example the intermediate leaders, with the task of transmitting innovative mentality to their collaborators. Alternatively, a department or area of the company can be selected in order to grow the whole sector together.
The intervention can last from ten to fifteen days of work by a consultant, depending on the size, complexity and spatial location of the foreign company. In any case, the duration of the intervention is agreed on the basis of a specific quote.
The advantages achieved
The foreign branch acquires flexibility and versatility thanks to a new mentality of its human resources. The habit of observing, asking questions, putting them in the company, open discussion and not bound to mental prejudices, spreads innovation and creativity, enormously increasing competitiveness.
In the constantly changing world, the foreign branch moves absolutely at ease, adapting itself in real time to the changes that take place.
This new way of dealing with changes and opportunities generates motivation and a positive spirit in people, triggering a virtuous circle of great effectiveness and satisfaction for everyone.
The successive developments of an intervention on innovation and creativity are innumerable.
The first mode of development may be to broaden the scope of the people involved, extending the intervention to new areas of the foreign branch, or to other hierarchical levels.
Further development consists in the participation of the consultant in the increasingly in-depth application of the methods taught to specific situations of the foreign branch.
Often a subsequent development is represented by changes and integrations of the organizational structure to incorporate and increase the processes of similar innovation.