Workplace Innovation helps improve performance and working lives by releasing the full range of talent, knowledge and creativity from employees at every level.

Organisational Health Check

A springboard to innovation


Our Health Checks are not about us telling you what is wrong or right with your organisation. They are about your people telling us what is wrong or right, what can be done better, what works really well and what doesn’t.

An Organisational Health Check acts as a springboard with the potential to release innovative behaviour, improve performance, enhance employee well-being and stimulate growth.

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Insight



We know the importance of listening to employees at every level in order to understand what is working and what needs to be improved.

Our reports based on employees’ own accounts of experiences at work provide boards and senior management teams with a powerful stimulus for change, and help to define priorities for action.

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Facilitating Change and Innovation

Breaking down walls and ceilings


Workplace Innovation is at the heart of performance, growth and employee well-being. Many see it but don’t know how to implement it.

We help organizations review improvement and innovation practices by breaking down walls and ceilings and creating dialogue across hierarchies and functions so that the better argument always wins.

Workplace Innovation’s facilitators work closely with leaders, managers and employees at every level, understanding their aspirations and strengths as well as what holds them back. We seek solutions co-created by all of the main stakeholders in an issue to ensure buy-in and to minimise resistance to change.


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Working with Boards and Senior Teams

Horizon-scanning, thought leadership and rehearsing the future


What will your business look like in 2024 and what will your role be in leading it?

Seeing the world in a different way should be on the job description of Directors. Change is happening and it can’t be controlled but it can be anticipated.

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Developing Emerging Leaders

From transactional to transformational


The demands of leadership are changing. At a time of significant challenge and opportunity, leaders and managers must drive improvement and innovation while motivation and energising employees. Emerging leaders must migrate from purely transactional management to proactive, transformational behaviour while current leaders must address the question of succession.

But where are the next leaders coming from and what skills and competences will they actually need?

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Interactive Theatre

Using drama to provoke thought and motivate change

Interactive theatre in the workplace is a real eye-opener. It helps to unlock employee engagement and creativity, one of the key challenges in securing successful organisational change, improving performance and enhancing working life – but it does it very differently.

You’ll see your organisations in a completely different and thought-provoking light.

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Presentations, Facilitation and Masterclasses

Stimulating, informing and resourcing innovation and change


Expert facilitation, engaging presentations, creative thinking and interactive theatre are just some of the ways we enhance and enliven conferences, time-out sessions, in-house training and team development workshops.

We can also deliver masterclasses and provide internationally recognised expert speakers covering all aspects of people centres change, employee engagement, high involvement innovation and leadership development.

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Transformational Coaching

Achieving a new culture


We know how to coach – we do it for a living. However, we are also on a mission to help managers and leaders become inspired coaches in their own right and to introduce a coaching culture to their organisations that will achieve sustainable benefits.

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Networking and Knowledge Sharing

Remember, you are not alone


Networking, knowledge sharing, the pooling of ideas and intellectual capital are the dynamics that underpin a sustainable movement of workplace innovation and provide all organisations looking to change and to challenge the future with access to the choices open to them and the experiences of others.

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Flexible ILM Leadership & Coaching Courses 

In-house and Distance Learning


Flexibility in learning is becoming increasingly important in employee development. We are experiencing a significant increase in clients needing a more flexible approach to the delivery of our ILM programmes.

Releasing staff to attend off-site public courses can cause problems for organisations, despite the obvious benefits of individuals from different backgrounds and industries sharing their experiences as they learn together. It is not always convenient for managers to block out days in their diary to attend sessions off-site, on dates that tend to be inflexible.

We recognise this and in addition to our public courses we are able to offer a range of flexible options to make it easier for organisations and individuals to access our ILM Leadership, Management and Coaching programme.

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Annual Public Sector Innovation and Performance Management Conference

16-Jun-2016

 

 
The Annual Public Sector Innovation and Performance Management Conference, an international conference focusing on innovation in the public sector and the link between management and performance, offered expert insight into re-evaluating performance strategies, how to incorporate innovation into existing systems and structures, benchmarking success and cultivating excellence by strengthening ownership and leadership.

The conference was facilitated by Nottingham based Professor Peter Totterdill, the CEO of the UK Workplace Organisation Network and an acknowledged thought leader and advocate of creating workplaces which combine high performance with a high quality of working life.

Peter Totterdill said: “Public sector organisations that were fit for the 20th Century are unlikely to be fit for the 21st unless they embrace far-reaching change. Leaders and managers have to respond to an increasingly volatile environment in which innovation is a necessity. Yet they are often constrained by unresponsive organisations and workplace cultures."

Q&A from the event:

What are the top 5 challenges faced by performance excellence managers and government organizations’ directors today?
Public sector organisations fit for the 20th Century are unlikely to be fit for the 21st unless they embrace far-reaching change. Leaders and managers have to respond to an increasingly volatile environment in which innovation is a necessity. Yet they are often constrained by unresponsive organisations and workplace cultures. In short, they have to deal with:

  • the increasing complexity of social and economic problems in an unpredictable global economy;
  • increasing demands for public sector transparency and accountability from knowledgeable citizens informed by the internet and social media;
  • the constraining effects of rigid organisational structures that limit the ability to provide joined-up services to meet complex needs;
  • risk-averse cultures that inhibit experimentation and learning;
  • a new generation of public sector workers with different expectation of life and work.

How do you see strategy execution in terms of a matter of alignment or engagement in companies?
Senior management teams and politicians often see their organisations as a black box: you put the instructions in and the results come out at the other end. The problem is that there is often a vast organisational distance between those responsible for strategic decision making and those responsible for delivery – yet the latter group possesses the tacit knowledge and experience that knows how to make things work, and what is never likely to work in practice. Good public sector organisations that deliver service excellence value “employee voice”, using feedback and ideas from frontline staff as a powerful resource for improvement and innovation as well as for strategic decision making. Their senior management teams enhance their own competence and insight by engaging with frontline staff and service users on a regular basis.

Why is it important to add values to innovation and performance management?
High performing, innovating organisations align workplace practices, management behaviour and organisational culture towards a shared vision, shared goals and shared values. Innovation and high performance cannot be seen as an add-on: they need to be embedded in every aspect of working life. This is why many organisations fail to achieve sustainable change.

Any added views you wish to highlight on your upcoming expert presentation at this event?
Yes. Sustainable innovation and high performance is achieved by recognising the force of the better argument, no matter who makes it. Sometimes the best argument comes from the most junior person in the room and this can be hard for senior managers to accept. The best leaders are those who cherish and nurture ideas and insights from everyone - and they even encourage difficult questions!

Why doesn’t the standard performance evaluations used improve engagement or results in the company?
We know from extensive research and experience that “what you measure is what you get” – in other words managers and staff will direct their efforts towards the measurable targets against which they will be evaluated. Unsurprisingly this distracts them from the intangible outcomes that often make a real difference to service users and citizens, and improvement and innovation can be amongst the first casualties. Sustainable high performance means continuous reflection, improvement and innovation involving staff at every level. We need to see the time involved in such activity as indispensable, not as an occasional luxury.

What can managers do to bridge the creativity and innovation gap in their governments’ performance?
Be courageous. Ask difficult questions. Look at the organisation as a whole and ask whether its workplace practices, systems, procedures and management behaviour enable staff at every level to use and develop their full range of skills, knowledge, experience and creativity in their day-to-day work.


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