We are really impressed by Feel Good Drinks new commercial, with gnomes showing how they make the drinks.
It was actually the brainchild of a consumer - Debbie. A great example of co-creating a brand.
Go Feel Good Drinks!
Check it out
http://bit.ly/VaEav
Friday, 22 May 2009
Last Minute Dot Com Learning Culture
The Innovation Beehive delivered a speech this week to the team at Last Minute Dot Com. Our focus was on "How to build an Innovation Culture" and we have to say that they are going a long way to doing that themselves.
They are really using their environment to create a space that enables idea generation, from informal break out areas, to the learning library to the big pictures of holiday destinations on the walls, the place screams innovation and the LastMinute brand.
The speech we gave was part of a regular 'lunch and learn' session they run where guest speakers are invited in, employees given free sandwiches and knowledge is shared. It is set up by Kim who has the job title of "Mother of All Nests" whose remit is to drive innovation at Last Minute.
If you want to know more about what we said, or what Last Minute are doing....give us a buzz
They are really using their environment to create a space that enables idea generation, from informal break out areas, to the learning library to the big pictures of holiday destinations on the walls, the place screams innovation and the LastMinute brand.
The speech we gave was part of a regular 'lunch and learn' session they run where guest speakers are invited in, employees given free sandwiches and knowledge is shared. It is set up by Kim who has the job title of "Mother of All Nests" whose remit is to drive innovation at Last Minute.
If you want to know more about what we said, or what Last Minute are doing....give us a buzz
Thursday, 21 May 2009
Laying off workers in times of crisis - a more strategic approach
We saw this article had been tweeted by Clare Flynn of www.makeitandmendit.comWe love her website and are equally in love with this article
http://bit.ly/H6om0
Tuesday, 19 May 2009
An Innocent way to manage your people
We had lots of emails about our posting on Innocent Drinks and, as promised, here is a bit more detail on the People side of the business.
Lesson One
Know what you are looking for:
Innocent are really clear on who they want in the business. They have borrowed a line from Jim Collins and want to get the right people on the bus (see “Good to Great” for more detail). As at Google, the founding team personally signs off each new recruit. They admit “it slows down the hiring process a little, but we’ve found that when it comes to recruitment, if you act in haste you repent a leisure”
Innocent look for very strong Values fit and look for examples on candidates CV’s of where they have demonstrated the Innocent Values. Crucially, they don’t only take work related examples into account; working with local communities, setting up a business as a teenager or coaching a local sporting team are seen as equally relevant for selection criteria.
Like all of us they are concerned with testing a candidate’s Capabilities, and they set practical challenges to test they have the right skills. These tests also seek out the candidate’s latent capability and test if they have the skill to think round a problem and learn as they go along
They also have an interesting point of view on Experience. At a junior level they don’t always look for previous experience (“we know energy, commitment and smarts can…compensate”) but with senior hires they are clear that previous experience is a must.
Lesson Two
Finding what you’re looking for:
Out and about and on the road, the guys and girls at Innocent take every opportunity to talk up the business. Check out their labels – they see them as the best for of advertising. And if you don’t find who you are looking for in HR, remember your employees have friends so they offer at finders fee of between £2000 and £5000.
Lesson Three
Keeping people on the bus:
Everyone in Innocent had five objectives, written up on a piece of paper. Feedback, good and bad, is given “in the moment” and they are rigorous about their performance review process.
They invest heavily in staff training. The Innocent Academy is written and delivered by people at Innocent (itself a development opportunity), there are opportunities to study for a ‘craft’ skill that is relevant to the job and a more formal programme to fund part time MBA’s etc.
We all know what gets rewarded gets done. Innocent have a four-tier remuneration and profit scheme.
1) A profit related pay scheme (if Innocent makes money, so do the employees)
2) Stock options given to employees on completion of one year’s service
3) The Nest Egg – an opportunity to buy shares in the company at a heavily discounted rate
4) Pay is reviews once a year and based on individual performance
The guys in Fruit Towers are relentless about communication. There is a weekly Monday morning 9am meeting, monthly company performance updates and a big quarterly meeting. There is also a company wiki where information is shared. They are big on consultation and major decisions, such as should they sell smoothies in McDonalds, are debated amongst the entire company.
Lesson Four
Do the soft stuff
They want to keep Innocent a great place to spend 40 hours a week. This includes offering everything from a healthy free breakfast, the Innocent scholarship that gives people £1000 to go off and do something they have always dreamed of, big nights out and free yoga on Wednesday.
Thrown in with this are free healthcare, free smoothies and free massages, award ceremony (we loved the idea of Lord and Lady of the Sash) and an annual event called Nature Weekend, where everyone decamps for an adventure abroad.
In summary, they say
“Focus on the important stuff. Share the big ambitions throughout the business, get people figuring out how they can do their bit to make it happen, and be completely transparent with everyone about their role and performance. If people know whey they’re on the bus and how they’re doing, they’ll enjoy the ride a whole lot more”
So looking at what they do, we are sure that you probably do some of it already. At The Innovation Beehive, we believe that Innocent does it so well for two main reasons. They truly believe in what they do and they execute it consistently. Ask yourself how do you measure up to that?
If you want innovative ways to engage and reward your people, give us a buzz and let’s see if we can help…. Or at least we can have a cup of tea and a chat!
Lesson One
Know what you are looking for:
Innocent are really clear on who they want in the business. They have borrowed a line from Jim Collins and want to get the right people on the bus (see “Good to Great” for more detail). As at Google, the founding team personally signs off each new recruit. They admit “it slows down the hiring process a little, but we’ve found that when it comes to recruitment, if you act in haste you repent a leisure”
Innocent look for very strong Values fit and look for examples on candidates CV’s of where they have demonstrated the Innocent Values. Crucially, they don’t only take work related examples into account; working with local communities, setting up a business as a teenager or coaching a local sporting team are seen as equally relevant for selection criteria.
Like all of us they are concerned with testing a candidate’s Capabilities, and they set practical challenges to test they have the right skills. These tests also seek out the candidate’s latent capability and test if they have the skill to think round a problem and learn as they go along
They also have an interesting point of view on Experience. At a junior level they don’t always look for previous experience (“we know energy, commitment and smarts can…compensate”) but with senior hires they are clear that previous experience is a must.
Lesson Two
Finding what you’re looking for:
Out and about and on the road, the guys and girls at Innocent take every opportunity to talk up the business. Check out their labels – they see them as the best for of advertising. And if you don’t find who you are looking for in HR, remember your employees have friends so they offer at finders fee of between £2000 and £5000.
Lesson Three
Keeping people on the bus:
Everyone in Innocent had five objectives, written up on a piece of paper. Feedback, good and bad, is given “in the moment” and they are rigorous about their performance review process.
They invest heavily in staff training. The Innocent Academy is written and delivered by people at Innocent (itself a development opportunity), there are opportunities to study for a ‘craft’ skill that is relevant to the job and a more formal programme to fund part time MBA’s etc.
We all know what gets rewarded gets done. Innocent have a four-tier remuneration and profit scheme.
1) A profit related pay scheme (if Innocent makes money, so do the employees)
2) Stock options given to employees on completion of one year’s service
3) The Nest Egg – an opportunity to buy shares in the company at a heavily discounted rate
4) Pay is reviews once a year and based on individual performance
The guys in Fruit Towers are relentless about communication. There is a weekly Monday morning 9am meeting, monthly company performance updates and a big quarterly meeting. There is also a company wiki where information is shared. They are big on consultation and major decisions, such as should they sell smoothies in McDonalds, are debated amongst the entire company.
Lesson Four
Do the soft stuff
They want to keep Innocent a great place to spend 40 hours a week. This includes offering everything from a healthy free breakfast, the Innocent scholarship that gives people £1000 to go off and do something they have always dreamed of, big nights out and free yoga on Wednesday.
Thrown in with this are free healthcare, free smoothies and free massages, award ceremony (we loved the idea of Lord and Lady of the Sash) and an annual event called Nature Weekend, where everyone decamps for an adventure abroad.
In summary, they say
“Focus on the important stuff. Share the big ambitions throughout the business, get people figuring out how they can do their bit to make it happen, and be completely transparent with everyone about their role and performance. If people know whey they’re on the bus and how they’re doing, they’ll enjoy the ride a whole lot more”
So looking at what they do, we are sure that you probably do some of it already. At The Innovation Beehive, we believe that Innocent does it so well for two main reasons. They truly believe in what they do and they execute it consistently. Ask yourself how do you measure up to that?
If you want innovative ways to engage and reward your people, give us a buzz and let’s see if we can help…. Or at least we can have a cup of tea and a chat!
We love this website. Don't throw anything away, don't buy anything new, check this out first:
www.makeitandmendit.com
www.makeitandmendit.com
Monday, 11 May 2009
Lessons from Star Trek
We saw this in Fast Company and thought it was brilliant!
Lessons from The Enterprise
Lessons from The Enterprise
Between liaisons with Pantone hued alien females, conflicts with empire-building cyborg killing machines, and encounters on new planets that always results in the death of a red shirted security officer, koans of management advice are routinely delivered from the bridge of the Enterprise.
There are great lessons to be learned from the words of these men who sit in the Captain's chair. Apply the wisdom of Starfleet's finest to your strange new world of business and you too will manage well and prosper.
Be a Leader
"The man on top walks a lonely street; the 'chain' of command is often a noose." -Capt. James Tiberius Kirk
"One of the advantages of being Captain is being able to ask for advice without necessarily having to take it." -Kirk
Taunt Your Rival
"Khan. Khan, you've got Genesis. But you don't have me! You're going to kill me Khan, you're going to have to come down here. You're going to have to come down here." -Kirk
Allow Subordinates to Speak Freely
"If I may be so bold, it was a mistake for you to accept promotion. Commanding a starship is your first, best, destiny. Anything else is a waste of material." -Spock, to Kirk
Delegate
"As captain of this ship, I'm the one who's responsible for everyone aboard. There aren't many people I'd willingly turn that responsibility over to. You're one of 'em." -Capt. Jonathan Archer to Phlox, the ship's physician
Plan Ahead
"We must anticipate, and not make the same mistake once." -Capt. Jean-Luc Picard
Set Realistic Goals
"Not one hundred percent efficient, of course...but nothing ever is." -Kirk
"Genius doesn't work on an assembly line basis. You can't simply say, 'Today I will be brilliant.'" -Kirk
Meetings
"A meeting is an event where minutes are taken and hours wasted." -Kirk
Intuition
"Intuition, however illogical, is recognized as a command prerogative." -Kirk
Creativity
"Without freedom of choice there is no creativity" -Kirk
"Things are only impossible until they're not." -Picard
Wednesday, 6 May 2009
What are they thinking?
Can someone please explain to us at The Innovation Beehive how the brand manager of Rustlers thought it was a good idea to go with a campaign called 'Finger Food". NOT what we would want to find in our hamburgers.
Cut and paste this into your browser:
http://www.youtube.com/watch?v=uPJ13FrhE9g
Cut and paste this into your browser:
http://www.youtube.com/watch?v=uPJ13FrhE9g
Creative Ideas Session
We have just developed a one day "How to have commercially Impactful Ideas" training programme in conjunction with a major global advertising company. If you are interested in how your team can crack your business problems, give us a buzz to discuss.
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