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A Technology Development Organization:
Actions for innovating and promoting technology

Problem
A senior VP of a 700 person development group brought us in to work on a problem he had been fighting for two years without impact. These top-notch people were good at turning out work but had not shown themselves to be responsive to new customer problems and bringing innovative solutions forward. The organization did not identify new opportunities and resisted championing and promoting new ideas.

Approach
Interviews with a number of key players provided a view on why this capable group was consistently less productive than it could be. The results were fed back to organized subgroups within the development organization. A central task force was charged with making recommendations.

Results
Listening fully to people allowed us to bring people together—management, technical people, key players from other disciplines and the customers. This environment of interaction and free flow of ideas developed an ongoing dialogue with customers, the championing of more new ideas and generated a level of excitement and energy that was obvious to the customers. The recommendations of the central task force were accepted. Within a year, the number of innovative solutions tripled.