Innovation and Millennials:

The Missing Piece

Here at Global Impact Systems, we've been doing some competitive analysis in the arena of innovation and women, and we've uncovered a correlation between nurturing executive women in leadership, the gender pay gap, and innovation initiatives within the company.

In this case study, we share the results of one initiative we rolled into place which enables one of our clients to bump up their percentage of women promoted into senior leadership roles by 17% while driving their company's top line revenue up by 24% within 8 months.

Overview

A large company in the entertainment sector with over 2000 employees

​​​We were invited by a Senior Executive to support his organization in brainstorming an innovation initiative that solved three key areas of concern:
i) losing momentum and market share due to disruption in the workforce ii) attracting and retaining talent ii) exploring a new business model because of disruptive technologies iii) addressing inequality in the gender pay gap 

​​​​​​​Their request was to give recommendations for strategies for driving revenue while addressing these opposing issues, as well to support them in managing the push and pull occuring between various business units as each competed for bigger budgets and greater executive support.  They also requested that we provide measurables and KPIs of results so they could track their progress going forward.

Contentiones mediocritatem at has.Utinam aeterno 

Women are natural innovators, problem-solvers, and networkers. Businesses are LOSING OUT  on MASSIVE PROFIT GROWTH by not nurturing the talents of the women they employ

Advancing Client Agenda
Spread the Integrated Innovation Program throughout Network​​​​​​​

Client Profile

The Challenge

Solution

Result

Create a culture of innovation that encourages cooperation across functions and business units and promotes risk taking.

​​​​​​​Encourage an open, safe, and transparent speak-up culture.

conduct a thorough assessment of current processes,
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​​​​​​​Implement realistic measures of innovation.
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Through leading key members of the executive team through a Strategy Day, we uncovered the key areas they wanted to focus on going forward: namely, driving innovation, increasing profit margins, and addressing the gender pay gap. Some of the concerns that came up were that while there was a desire to promote women internally, the vision was not translating into action, and the investment in doing so was viewed as an expense.

The business' various businness units were operating in isolation.

There also appeared to be a disconnect between how and men approached business challenges. they were lookin at their challenges in isolation - ie one team driving innovation, another driving diverity and inclusion, another succession planning.. and we thought 'what happens if we get these groups talking to each other'

​​​​​we went in and taught them how to talk the language of executives, how to think like a ceo- and to present the busienss case for leading change. We taight them what it means to leverage their natural skillsets - ability to think creatively and innovate, multi-task, build huge networks, and the skillsets they need to develop to show their value and drive revenue. We taught them how to get recognized for the impact they made so they were rewarded finacially and through promotions and, as well, taught them emerging best practices for mentoring so they could pass on what they learned down the chain. AND, we set quarterly TARGETS of what we wanted to accomplish in terms of getting women leadership -ready.​​​​​​​​​​​​​​

ACME​​​​​​​CORP
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