Saint Elizabeth, a leading Canadian health-care enterprise, had been managing innovation through what it called the Innovation Tripod. This had three components-Ideas (which involved generating innovative ideas from among employees), Solutions (involving outside ventures in innovation), and Impact (consisting of ways in which results were measured). The chief executive officer (CEO) was facing a dilemma with each element of the tripod. How could staff engagement be improved? What was a better way of managing external partners? How could the prevailing metrics of innovation be fine-tuned? What was the way forward for the CEO?

【書誌情報】

ページ数：10ページ

サイズ：A4

商品番号：HBSP-W16819

発行日：2016/12/8

登録日：2017/11/7