Innovation does not just happen. It requires stepping out of the comfort zone into the zone of the unknown and risky. Besides, to achieve successful innovation in a company, it is necessary to introduce playfulness and greater freedom, and allow the employees to continue to search for new solutions even if they fail at first. Encouraging learning from one's mistakes is something that, in my opinion, is the most difficult to change, since people are ashamed and hiding from each other their lack of knowledge or failure. I believe in the power of empathy and in-depth understanding of the user for successful development and implementation of innovation also in Slovenia.

Out of 4,000 initial radically innovative ideas, only two to three will stand the test of generation, incubation and growth, shows the study by Prof. Sutton from Stanford. This means that a company must simultaneously develop a wide portfolio of innovative projects, as the rate of conversion into projects that will remain and grow is very low. The importance of being a good example is demonstrated by the owner and director of the company I cooperate with. After completing Stanford eduction, he decided to change the innovation method in his company, so as to enable it to remain the leading provider in its branch. He knew that the only way to change the modus operandi of all 50,000 employees was, in addition to conceiving a new innovation strategy for the company, to assume changes in his way of working himself. The next day he flew to China, where he himself conducted several in-depth interviews with both key customers and sales officers in his company. All in order to learn where there are the most challenges in the sales and where are innovation opportunities. This was only the beginning. Him and the core management have remained the main change drivers, supported by dedicated employees who are not afraid to attempt new ways of work.

Assoc. Prof. Dr. Anja Svetina Nabergoj, Faculty of Economics, University of Ljubljana, and Stanford University

Innovation does not just happen. It requires stepping out of the comfort zone into the zone of the unknown and risky. Besides, to achieve successful innovation in a company, it is necessary to introduce playfulness and greater freedom, and allow the employees to continue to search for new solutions even if they fail at first. Encouraging learning from one's mistakes is something that, in my opinion, is the most difficult to change, since people are ashamed and hiding from each other their lack of knowledge or failure. I believe in the power of empathy and in-depth understanding of the user for successful development and implementation of innovation also in Slovenia.

Out of 4,000 initial radically innovative ideas, only two to three will stand the test of generation, incubation and growth, shows the study by Prof. Sutton from Stanford. This means that a company must simultaneously develop a wide portfolio of innovative projects, as the rate of conversion into projects that will remain and grow is very low. The importance of being a good example is demonstrated by the owner and director of the company I cooperate with. After completing Stanford eduction, he decided to change the innovation method in his company, so as to enable it to remain the leading provider in its branch. He knew that the only way to change the modus operandi of all 50,000 employees was, in addition to conceiving a new innovation strategy for the company, to assume changes in his way of working himself. The next day he flew to China, where he himself conducted several in-depth interviews with both key customers and sales officers in his company. All in order to learn where there are the most challenges in the sales and where are innovation opportunities. This was only the beginning. Him and the core management have remained the main change drivers, supported by dedicated employees who are not afraid to attempt new ways of work.

Assoc. Prof. Dr. Anja Svetina Nabergoj, Faculty of Economics, University of Ljubljana, and Stanford University

Združenje Manager se vsako leto osredotoči na tri ključne strokovne teme, ki jim je namenjena dodatna pozornost. V letu 2017 so tako trije strateški cilj: digitalna preobrazba, mentorstvo in povezovanje.

Digitalna preobrazba - vsebina

Z digitalno preobrazbo želimo managerje opolnomočiti na področju uspešnega in čim enostavnejšega prehoda v digitalizacijo.

ZM se je na digitalizacijo osredotočilo že v letu 2016, ko je bil glavni namen ozaveščanje o pomembnosti pravilnega razumevanja in priprave na spremembe, ki jih sodobna tehnologija in način življenja prinašata. Skozi lanske aktivnosti smo temo spremljali iz vidika kaj vse morajo managerji vedeti o digitalizaciji, da bi lahko v zvezi s tem sprejemali čim boljše odločitve.

V okviru mentorstva potekalo štirje programi: mentorski program sekcije managerk, mednarodni mentorski program, mentorstvo sklada za štipendiranje in skupinsko mentorstvo.

Izvajanje mentorskih programov je bilo eden izmed treh strateških ciljev ZM že v letu 2016. Predaja izkušenj v obliki dvosmernega odnosa, pri katerem tako mentor kot mentoriranec pridobita novo znanje oz. obogatita obstoječe, se je v ZM izkazala za izjemno uspešno. Na podlagi pozitivne izkušnje sekcije managerk, ki je že v letu 2015 vpeljala pilotni program, se je oblikovala krovna delovna skupina za mentorstvo ZM, ki je zasnovala še tri nove programe: mednarodni mentorski program, mentorstvo sklada za štipendiranje in skupinsko mentorstvo.

Povezovanje - vsebina

Pomembna tema sodobnega sveta, ki predstavlja temelj za uspešno sodelovanje med podjetji, med podjetji in vlado in tudi med gospodarskimi organizacijami.

Povezovanje in sodelovanje bo tema, ki bo prežemala praktično vse aktivnosti in način dela ZM v letu 2017. Poleg zanimivih govorcev na to temo, ki jih boste lahko poslušali na različnih dogodkih ZM, bomo še dodatno podpirali sodelovanje med podjetji, med podjetji in vlado, ter tudi med gospodarskimi organizacijami.