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O P I N I O N
Leading an innovative culture
Ask yourself how you can remove constraints and let ideas flow, so they can be shared, shaped, and applied.
W hat is our role in leading innovative organizations? Talk of innovation and technology adoption permeates discussions across the profession and the broader industry. Our clients are challenging us, looking for guidance on how to think about and respond to these changes, infrastructure challenges, and rapidly evolving technologies and tools. As leaders, the organizational culture we create – including the limits we unintentionally set on our people – may limit our ability to innovate.
Greg Sauter
behaviors is a public client base which, in many cases, prefers time-and-materials contracting, encouraging a status quo approach to work that does not incentivize alternatives. our most important job – creating a culture which maximizes potential and extracts the latent value pent up in our team.” “We are committed to moving beyond control and focusing on
At WGI, we believe technology alone will not define our future, nor our path to innovation. These technologies – artificial intelligence, cloud computing, machine learning, virtual reality, etc. – are nothing more than the latest set of tools. Rather, we are defined by our own innovators who possess a passion for creativity, service, and the knowledge that we can do something different and special. As leaders, we work every day to avoid being limited by the past. Unlocking the power of innovation is neither easy nor intuitive for an industry largely defined by problem sets, codes, and standards – an industry that encourages consistency, repetition, and legacy achievements. Further entrenching these
See GREG SAUTER, page 12
THE ZWEIG LETTER September 16, 2019, ISSUE 1312
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