Japanese Conglomerate Creativity
Focus-World leading electronics conglomerate
Objectives- The objective was to make this electronics plant an indispensable element of the larger European division of the company. They sought to do this by enhancing their research and development credentials. Call of the Wild designed and delivered a creativity and innovation programme to be implemented throughout the plant in order to achieve this objective.To provide an opportunity for delegates to explore previously uncharted creative waters.
Delegate Number- Four Groups of 8
Venue- Maes-y-Fron centre, Brecon Beacons, South Wales
Background
Call of the Wild has been working with the client since 2003 developing both teams and leadership within the organisation, this particular intervention was developed in collaboration with the client and focuses on the creative process. It’s aims are to develop problem solving skills and “outside the box thinking” in the engineering team, the client wanted to foster a solution driven mindset.
Objectives
The aim of the Future business Workshops was to provide an opportunity for an outpouring of innovative ideas in response to a set of challenges. The workshops offered a chance to explore previously uncharted creative waters and deliver new and exiting ways to increase the level of new and viable ideas, patents and technical papers.
The workshops would also emphasise the need for new ways of thinking and the need to think ‘outside the box’ in order to deliver a blueprint for future success.
The event will give a structured approach for the following:
- Generating new ideas
- Selecting those ideas most likely to succeed
- Planning the first stages of implementation
What were these workshops really about?
To be successful, the client needed to keep developing. The way to ensure sustainability is to ensure that individuals and teams did not rest on their laurels by constantly recreating what the are currently doing but by looking at new and creative ways of taking the business forward.
The success of this initiative lay not only in encouraging the workforce to contribute and share new ideas, it was imperative that these ideas are listened to and implemented if viable. With this in mind delegates were drawn from all management levels and were encouraged to discuss the support system for implementing any learning taken away from the programmes.
The Programme.
The Programme took the form of a series of experientially based creativity workshops with a pre and post programme session delivered at the client’s workplace. During the experiential phase the delegates were asked to commit to a culture of openness, trust and support where there were no limits to the range of ideas and options explored. Potential barriers to the implementation of these ideas were identified and discussed. A senior manager was present at all workshops and took part as a delegate.
Delegates were provided with several new problem-solving techniques and allowed the opportunity to explore these techniques through a series of experiential learning activities. Delegates were asked to identify a project or process that could be taken back and developed within the workplace.
Outcomes
Delegate feedback was very positive
The sponsor commented
“As a result of the workshops several new projects have been implemented after being identified during the brainstorming phase of the intervention. Potential limits and barriers to implementation were identified and discussed resulting in a review of working practice taking place”
