Being rated as a great place to work means that employees believe in the management, feel respected and are treated fairly, that is, there is a high level of trust. It sounds simple but trust-building at work is complex, especially in a diverse workplace.
Imagine… up until 1969 employers were allowed to pay women 25% less than male employees doing the same or similar work. Married women couldn’t hold permanent full-time jobs in the Commonwealth Public Service until 1966, and only permanent full-time workers were promoted.
When I heard Vanessa Beggs, CEO of YWCA NSW, say that “we can’t be what we don’t see” it made sense to me in so many ways. It made me think about how images, stories and role models inform us of who we are and what we can become, and how this has inhibited women.
Our NEW Stepping Up program, which includes a two-day workshop, has reaffirmed there is a real need for it, which demonstrates to women the power of their potential. Read Tess' latest blog to gain insight into what happens over the two days and find out what participants think of Stepping Up: Women, Innovation, Leadership.
After years of research we have collated the attributes of an innovation mindset, which explain why some people and organisations can innovate so easily, while others struggle. Now we are launching a new one-day workshop, Innovation Mindset, that will show you how you can develop and apply this mindset to your work.
Catalyst Exchange is launching a new program for women who want to take the next step in their careers by developing their innovation capability. We’ve thought long and hard about how to create a culture for innovation within the workplace and evidence suggests that women can play a critical role, if they’re given the right tools and techniques.
Have you ever wondered what makes some organisations innovative while others use the best available techniques and advice but just can’t make it stick? I don’t know for sure, but my hunch is that it lies within the individual employee and I think we've found the "secret sauce".
Innovation might sound exciting to those few whose job it is to do it, but for the vast majority it’s a pretty meaningless word that has little relevance. It’s been cast as the future, but it’s a future which often seems to include only scientists, tech experts and entrepreneurs.
Tess Julian, CEO of Catalyst Exchange, recently attended one of the Hargraves Institute's Women in Innovation Leadership lunches. Key questions for Tess were a) does a focus on innovation within organisations provide more opportunities for women? and b) does the style of leadership demanded by an organisation aspiring to develop a culture of innovation suit women better? Here you can find out how the discussion played out.
Tess Julian, CEO of Catalyst Exchange, went along to a recent Hargraves Institute networking event... a "conversation night". Turns out it wasn't quite what she expected. Here Tess shares her thoughts on this innovative way to collaborate and connect.
Government innovation policy has always concerned itself with product, technology, entrepreneurship and start-ups. It’s all worthwhile but it’s not enough. Products and technology are easier to innovate. Policy and social practice are not so easy. The need for public sector policy and service innovation cannot be ignored if we are to become the prosperous country our Prime Minister envisions.
Tess Julian says services innovation is critical to creating the responsive, innovative nation that we want to be. Here she explains what that means.
While employee-led innovation might seem simple and straightforward, there is a lot an organisation needs to do to avoid the pitfalls. Working with some of Australia’s leading organisations, such as Coca Cola Amatil and Roche, has meant we’ve learnt a few things.
It’s encouraging to hear our politicians talking about agility and innovation, and what we need to do as a country to benefit from the opportunities that technology and global markets offer. However, the conversation so far has focused on entrepreneurs and new industries. At Catalyst Exchange the question we often get asked is “What about established organisations in existing industries? How can they be more agile?”
As specialists in innovation we show clients how to realise ideas using our design and innovation process—See Think Do. To show that we practice what we preach, I’ve sketched out how we’ve used the process to move from insight to action to create our new company, Catalyst Exchange.
I rarely hesitate when it comes to talking. My friends and family would be amazed if I didn’t put in my tuppence-worth at the dinner table, and I’m usually quite happy to chat about my work. So I surprised myself at dinner the other night because, when asked directly about my job, I clammed up, dismissed the question and changed the subject.