Each month, Perry Business Magazine talks with regional leaders to find out more about a particular topic. This month we asked: How do you make a model of modern thinking in your organization and how does it benefit?
Shen Zutz
Vice President, Human Resources
Digi
Thieves River Falls, Man.
In many cases, innovation is linked to major ideas that dramatically changes the speed of a business or product. Although true, innovation is more frequent when you create a culture where people feel the motivation to think, challenge assumptions and experience with new ways. In Digi, we try to model modern thinking in the following ways:
The excitement of curiosity – We try to promote a mentality where team members ask, “If?” And “why not?” Instead of sticking to stagnation. It has been an important part of the history of Digi development and is part of why we are the leaders of the industry. By creating an environment where questions are welcomed, we let new perspectives and creative solutions emerge.
Hugging smart risks – Innovation requires new things to try, even when the results are not guaranteed. The Digi organization has permanent experiences at all business units and levels. This mentality has helped us to stay ahead in the rapidly changing market conditions.
To cooperate in teams – This is the key attribute of modern thinking. By breaking the cellus and encouraging the cross -function teamwork, we develop an environment that pushes diversity in thinking about creating ideas and solving problems more efficiently.
There are clear benefits from creating this kind of environment as part of our daily work. This makes it more efficient, more efficient, more efficient, to serve our customers. This environment also operates engagement, because the team members feel empowered and encouraged when they know their ideas important.
Innovation is not an event – This is a habit. We create a culture that fuel development and permanent improvement by creating models of curiosity, risk and cooperation.
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DJ Campbell
Vice President, Chief HR Officer
Sanford Health
Bismarck, ND
Modern thinking is essential to changing health care supply, especially in rural communities to tackle challenges such as leakage. In our organization, we promote the culture of innovation by encouraging cross -disciplinary cooperation, taking advantage of technology and finding new ways to improve patients’ results. One of the most effective methods we demonstrate is through our virtual healthcare infrastructure, which is revolutionizing the maintenance method, the way the underground population is delivered.
Innovation is the process of developing and implementing new ideas and methods that improve performance, effectiveness and consequences. This is not just about invention, but not about solving the creative problem on the challenges of the real world. In our organization, we make a model of modern thinking by encouraging curiosity, embracing change and reckoning health care supply. This means to actively find new technologies, engage in future -thinking debates, and promote an environment where employees feel empowered to suggest and test the novel solution. Innovation also requires curse – permanently guessing what works, improving the vision and agreeing to the axis when necessary.
By telemedicing, monitoring remote patients and connecting AI-driving diagnosis, we break traditional obstacles to access to health care. For example, in rural areas, patients who had to travel long distances for special care can now be immediately connected with the providers through a safe virtual platform near the home. In addition, remote monitoring allows the active management of chronic conditions, reducing hospital reading and improving the overall welfare of patients.
The benefits of this innovation approach are clear: Rural patients receive timely, high quality care without geographical obstacles. Providers can improve their resources and health care differences are significantly low. Through innovation, we are not only creating the future of health care, but also ensuring equal access to all communities, regardless of location.
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Chase Karmer, AIA
Director of Design, Architect
TSP, Inc.
Sex Falls, SD
After 95 years in the architecture and engineering industry, we have developed many processes and excellent processes to help promote modern thinking. In addition to some of the standard ideology sessions found in most A/E design firms, we impose some other people to help ensure that we are using modern thinking in all aspects of our work.
An important feature of our firm’s legacy is to establish a permanent learning culture. From a patron point of view, we have deliberately underage designers research themes that will present to a large team every week – what we call “TSPTD talks”. Not only do we help all of us learning something new, but they also improve our overall skills.
Our project is a part of this permanent learning culture. When a project goes out of the door and when the construction is wrapped up, a debrot was done with the entire project team to discuss what and what not. Instead of allowing them to look at mistakes, we see them as an opportunity to learn for individuals and the entire firm.
Innovation and technology are also at hand, so it is important that we remain faster with the latest technologies. We have helped not only repeatedly or in the worldly process, but also the kickstart mental storms and other creative efforts. Our entire multifaceted team is also being trained in architectural visualization to help make the design process more interactive with our clients, and allow it to see how important decisions affect a space and, from a more practical point of view, see how to access the system and how to access the system.
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