Introduction

 

We began in 1997 because there were too few spaces where enterprises, employers’ organisations, trade unions, policymakers, professional bodies and researchers could come together, both to explore the future of work and organisations and to address the persistent “long tail” of those not making use of workplace practices that engage and develop the full talent and creativity of employees at all levels.

Since our foundation we have created a series of joint initiatives and projects involving diverse stakeholders, held regular pro bono events to share evidence and good practice, and has been a persistent advocate for national government and EU policies to promote better ways of working.

Explore the menu to discover more.

Research and Evidence

 

Two things are clear.

Firstly there is a vast and growing body of evidence to show that workplace innovation practices which empower employees to make day-to-day-decisions, challenge established practices, contribute ideas and be heard at the most senior levels of an organisation lead to better business results as well as enhanced workforce health and engagement.

Secondly it is equally clear that most businesses are either unaware of this evidence, or that they are unable or unwilling to act on it. Successive surveys demonstrate a substantial gap between research evidence of “what works” and common workplace practice.

We work with diverse stakeholders to:

  • Undertake high quality research into leading practice and emerging challenges relating to work and organisations. Current and Past Projects
  • Build bridges between research and practice through publications, events and the creation of the EUWIN Knowledge Bank as the leading European source of case studies, articles and other learning resources on workplace innovation.

We have also established Workplace Innovation Limited as a consultancy arm to help companies and public sector organisations create new and better ways of working which build on a vast body of research.

Explore the site to learn more about our surprising range of activities.

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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.


In-house Delivery


All our ILM programmes can be delivered in-house in a way that meets the client’s requirements and fits in to their way of working. 

For example one of our clients wanted a Level 5 programme for 6 senior managers. The challenge was that it had to be in-house and all managers could not be released at the same time. We came up with a flexible plan that fitted in with the company’s needs. They were able to provide the development they needed for their managers  with minimal disruption to the day to day operation of the business.


Distance Learning


All our programmes can be delivered using distance learning. Whether you are an individual looking for a management qualification or an organisation with one or two individuals requiring accredited training, we can accommodate you. The courses can fit around your personal circumstances allowing you to plan and manage your learning. You are not alone however as we provide practical support throughout the programme through web-based resources, email, telephone, Skype and in person.


If you want to learn more about how our flexible approach can help you please contact us.

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Go to Developing Emerging Leaders

Knowledge
& Networks

We are a not-for-profit organisation collaborating with public and private sector enterprises, trade unions, policymakers, researchers and other stakeholders to explore the future of work and organisations and to share good practice in the workplace.

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Working with you

Workplace Innovation helps enterprises and their employees to improve organisational performance and working lives by releasing the full knowledge, skill and creativity of people at every level.

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Workplace Innovation is an international company that bridges the gap between research and practice, spreading more productive and better ways of working across the UK and Europe.

We are the originators of The Fifth Element, an evidence based approach to workplace innovation and how it can transform your organisation.

Latest News

“Leadership starts from the top, but it’s easy to forget that it has to start from the frontline too.” Creating a culture of innovation and improvement requires tenacity. It means challenging deeply embedded attitudes and behaviours, asking difficult questions, and being open to experiences from a diverse range of other organisations. Good things happen when we learn from each other. You begin to realise that you’re not alone, that different organisations are on the same journey, working towards comparable visions and tackling the same challenges on the way. And, above all, that there are different and sometimes complementary ways of reaching the same goal. Nowhere is this illustrated better than in the two days of discussion which took place when twenty-five participants from several European countries took part in Fresh Thinking Labs (http://www.freshthinkinglabs.com/)’ Engaging Everyone in Innovation event last week. Leo Pharma&rs..

Introducing Multi-Disciplinary Teamworking to Maternity Services The evidence has been around for a long time. Multi-Disciplinary Teamworking in healthcare leads to better clinical outcomes and experience for patients, and better quality of working life for staff. Yet it is far from universal. Multi-Disciplinary Teamworking challenges traditional professional roles and demarcations, and can be hard to achieve. While the general principles that characterise good clinical teams are well understood, their translation into specific clinical settings involves open dialogue, experimentation, learning from failure, and persistence. All of this must take place without any relaxation of day-to-day clinical pressures. This case study offers practitioners fresh insights into how Multi-Disciplinary Teamwork principles can be translated into practice. It is based on an eighteen month change programme led by Workplace Innovation in partnership with Southern Health and Social Care ..

A report published last week by the admirable European Foundation for the Improvement of Living and Working Conditions (Eurofound) is the latest to offer ‘Industry 4.0’ insights into the nature and potential of digital technologies for the future of work and the economy. Game changing technologies: Exploring the impact on production processes and work (http://www.workplaceinnovation.eu/PDF/Eurofound-Technology-Report.pdf) offers five case studies of emerging technologies and their anticipated impact. The return of production from developing to developed countries is often anticipated as one of the benefits to be gained from digital technologies. Reduced production costs resulting from investments in robotics and automation have made it possible for companies such as Welltec, a provider of well service solutions for oil and gas companies, to bring its production back to Denmark. Reshoring means that much of the cost and complexity of extended supply chains i..

Leadership, or lack of it, is a major cause for concern in organisations that are looking to improve performance through innovative work practices and employee engagement. Building an organisational culture in which everyone can contribute their full range of skills, knowledge, experience and creativity to the business is a lofty objective and one that is perceived as difficult to achieve with conventional approaches to management. For instance, the line manager level of control and decision-making is often the most significant obstacle to change and is a frequent cause of “innovation decay”. Research suggests that line managers often underperform in leadership and people management because of poor communication, insufficient prioritisation between competing demands on time, lack of appropriate skills and inadequate access to tools for staff engagement and change. Organisations that acknowledge this will often turn to leadership and management training, r..