Name: Ahmed Hassan Hussein Ahmed

Mobile: 01001885484
Contemporary Management Assignment (7)
 You are kindly requested to apply the basics of leadership of the 21th
century on your organization.

1- Develop a clear vision and a specified mission for your organization.

Vision Statement
It's what your organization believes are the ideal conditions for your community; that is, how
things would look if the issue important to you were completely, perfectly addressed which are
short phrases or sentences that convey your community's hopes for the future. By developing a
vision statement or statements, your organization clarifies the beliefs and governing principles of
your organization, first for yourselves, and then for the greater community.
There are certain characteristics that most vision statements have in common. In general, vision
statements should be:
 Understood and shared by members of the community
 Broad enough to include a diverse variety of local perspectives
 Inspiring and uplifting to everyone involved in your effort
 Easy to communicate - for example, they are generally short enough to fit on a T-shirt

Mission Statement
The next step of the action planning process is to ground your vision in practical terms. This is
where developing a mission statement comes in. An organization's mission statement
describes what the group is going to do and why it's going to do that. An example is "Promoting
care and caring at the end of life through coalitions and advocacy."
Mission statements are similar to vision statements, in that they, too, look at the big picture.
However, they're more concrete, and they are definitely more "action-oriented" than vision
statements. Your vision statement should inspire people to dream; your mission statement should
inspire them to action.
The mission statement might refer to a problem, such as an inadequate housing, or a goal, such
as providing universal access to health care. And, while they don't go into a lot of detail, they
hint - very broadly - at how your organization might fix these problems or reach these goals.
Some general guiding principles about mission statements are that they are:
 Concise. While not as short as vision statements, mission statements generally still get
their point across in one sentence.
 Outcome-oriented. Mission statements explain the fundamental outcomes your
organization is working to achieve.
 Inclusive. While mission statements do make statements about your group's key goals, it's
very important that they do so very broadly. Good mission statements are not limiting in
the strategies or sectors of the community that may become involved in the project.

Benefits of Creating Vision and Mission Statements

First of all, these statements can help your organization focus on what is really important.
Although your organization knows what you are trying to do to improve your community, it's
easy to lose sight of this when dealing with day-to-day organizational hassles. Your vision and
mission statements remind members what is important.
Second, your vision and mission statements give other individuals and organizations a snapshot
view of what your group is and what it wants to accomplish. When your vision and mission
statements are easily visible (for example, if they are on the letterhead of your stationary), people
learn about your organization without having to work hard for the information. Then, those with
common interests can take the time necessary to learn more. This efficiency is very helpful when
you are recruiting other people and organizations to join your effort.
Finally, vision and mission statements focus members on their common purpose. Not only do the
statements themselves serve as a constant reminder of what is important to your organization, the
process of developing them allows people to see the organization as "theirs”. Creating these
statements builds motivation as members will believe in something more completely if they had
a hand in developing it.

(https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/
main )

2- Set a clear strategy for your objectives

Strategy is about being different and making choices. The intent of a business strategy is to
define how the company can shape the future to its advantage and create and capture a greater
share of the economic value. It outlines where and how the company will compete and gives
structure to what you are trying to accomplish. It also provides direction, guidance, and focus
when you are faced with choices. If people in the organization don't understand how the
company is supposed to be different and what opportunities they are to pursue, how can they
make the tough choices that they have to make every day? (Porter, 1980)
The strategy of the company should affect everyone's behavior in the organization. The work at
the top of the company in creating the strategy and goals intended to drive results, have a
significant impact at the senior management level. But despite the effort that goes into
communicating deeper into the organization, just how the strategy should manifest itself
becomes unclear.
Passing goals down without creating meaning causes frustration
The responsibility for creating clarity around what the strategy means at the business unit, team
and individual levels, and for ensuring that the strategy is executed is shared by managers
throughout the organization. There are many dynamics within fast paced changing organizations
that contribute to the lack of alignment. However, the biggest obstacle appears to be "a lack of
understanding." Why is this? As the strategy is communicated deeper into the
organization, repeating the corporate strategy is easy enough, but without managers bringing the
strategy to life by interpreting it for their team, it will have limited impact.
Before SMART (Specific, Measureable, Attainable, Realistic & Time bound) goals can be
written, each manager has to redefine top level goals and strategies to make them real for the
people they lead who are expected to execute them; the simpler and more straightforward, the
better. Engaging direct reports by involving them in discussions that connects individual and
team performance to strategy greatly improves their commitment and ability to achieve
measureable results. Translating strategy into clear goals creates commitment. Strategy. Where
are we going? Enterprise Translate Why? Level Business Interpret How? Unit Level Individual
Understand When? Employee Level Planning with the end in mind focuses on results Managers
can facilitate the process by asking three questions:
 How do we connect our work to the big picture?
  What must we accomplish?
 How will we accomplish it?
Through this process a shared language and framework for how to think and talk about
alignment occurs among the team/department enabling them to match their behavior to a set of
commonly understood goals and actions. To create focus on the truly critical goals of the team
and the organization, consider the following questions as a litmus test to each of the existing
goals:
 What is the economic impact?
 How will achieving the goal affect customers and move the organization forward?
 Is it aligned with the company's strategy?
 How will it satisfy stakeholders?
 What is my level of passion, talent, and energy for it?
 Do we have the resources?

(https://www.heritagehillpartners.com/business-and-executive-coaching/set-a-clear-strategy/ )
3- Create your plans to coincide with your strategy
Developing a strategic plan might seem like an overwhelming process, but if you break it down,
it’s easy to tackle. Here’s our five-step approach:
1. Determine where you are. This is harder than is looks. Some people see themselves how they
WANT to see themselves, not how they actually appear to others. Many small businesses get
snared in this same trap.
For an accurate picture of where your business is, conduct external and internal audits to get a
clear understanding of the marketplace, the competitive environment, and your organization’s
competencies (your real—not perceived—competencies).
2. Identify what’s important. Focus on where you want to take your organization over time.
This sets the direction of the enterprise over the long term and clearly defines the mission
(markets, customers, products, etc.) and vision (conceptualization of what your organization’s
future should or could be).
From this analysis, you can determine the priority issues—those issues so significant to the
overall well-being of the enterprise that they require the full and immediate attention of the entire
management team. The strategic plan should focus on these issues.
3. Define what you must achieve. Define the expected objectives that clearly state what your
organization must achieve to address the priority issues.
4. Determine who is accountable. This is how you’re going to get to where you want to go. The
strategies, action plans, and budgets are all steps in the process that effectively communicates
how you will allocate time, human capital, and money to address the priority issues and achieve
the defined objectives.
5. Review. Review. Review. It’s not over. It’s never over. To ensure the plan performs as
designed, you must hold regularly scheduled formal reviews of the process and refine as
necessary. We suggest at least once a quarter.

4- Manage information
Information management is the management of organizational processes and systems that
acquire, create, organize, distribute, and use information. According to a process view of
information management, IM is a continuous cycle of six closely related activities:
  identification of information needs;
 acquisition and creation of information;
 analysis and interpretation of information;
 organization and storage of information;
 information access and dissemination;
 information use

(https://www.tlu.ee/~sirvir/Information%20and%20Knowledge%20Management/
Key_Concepts_of_IKM/information_management.html )

5- Build then execute your business decisions

1. First check your view of the reality of your situation.
If you start with a distorted or biased view of what your company needs, no execution is likely to
achieve the results that win. Also, if you are not totally committed in spirit, as well as resources,
to a strategic change, it probably won't happen. Doing what it takes to win involves risk and
sacrifice.
Another reality is that sending mixed messages to your team will kill your change effort quickly.
If a change initiative is "highest priority" today, but another takes its place next week, people
will not take you seriously. Consistency and attention to detail are critical.
2. Replace strategic planning with a change process.
Strategy must be a process, with an implementation system behind it, rather than just a periodic
event. The process must focus not only on the "what" but also on the "how." This must include
metrics and tracking, with the necessary systems and resources to act, recalibrate, and iterate as
required.
A change process gives you and your team a structure for execution, and clears the desk of non-
value-added activities to focus on the strategic work. It means applying rigor to the execution,
and being prepared to pivot the initiative in an ever-changing marketplace.
3. Create the environment and equip people to succeed.
Strategic execution requires a business environment where everyone is on board, and able to
complete their part of the process. Team members must be engaged and enabled to do the job --
that means aligned, equipped, coached, supported, and valued for the work and changes ahead.
Communicate with people, not at people, before, during, and after you develop any strategic
initiative. Validate everything you do from their perspective, as well as yours. Give primary
attention to those who are promoters of change, not the recalcitrant few.
4. Be selective in recruiting and building the right team.
Look for people with a growth mindset, rather than a fixed mindset that may be hard to change.
Give special attention to traits that fit your specific customer context, or a higher purpose you
espouse, such as a focus on the environment. Beware of biases that can work against strategic
initiatives.
It is very important to regularly assess your selection process, and all new team members, at the
end of each period. Team members who don't meet expectations must receive special coaching
or be replaced before they negate other team member efforts.
5. Personalize your commitment and lead the initiative.
Don't allow yourself to be the enemy by letting external distractions take priority, being
selectively inaccessible, or not making timely decisions. Control your ego, and practice being
 vulnerable at the right time to maintain their respect. Your team commitment must be evident
and actions consistent.
Jeff Bezos, the legendary founder of Amazon, believes his commitment to his team is his key to
sustained strategic leadership. He admits that he still has to sell his team on many of his biggest,
boldest ideas, and he is indebted to them in keeping ahead of competitors.
In business, there are no guarantees of success, but the requirements for strategic change are
certain. Whether you give only lip service to this requirement through strategic planning or
implement a formal business infrastructure to attack these challenges consistently is up to you.
In my experience, the steps outlined here will definitely increase your odds of success and
survival. Also remember that what you do and feel is not enough -- execution depends on team
selection, engagement, and commitment.

(https://www.inc.com/martin-zwilling/5-keys-to-successful-execution-of-a-
business-strategic-plan.html )

6- Work in a flat organization

An organizational structure with only a few layers of management. In a flat structure, managers
have a wide span of control with more subordinates, and there is usually a short chain of
command. The communication pathway when using this structure is short and often results in
quicker, more effective communication. Smaller businesses or those adopting a more modern
approach to management are most likely to use a flat organizational structure.
Advantages

 Less layers leads to better communication

 More autonomy and responsibility for employees
 Employees may feel more motivated, therefore being more productive
Disadvantages

 Lack of progression opportunities

 Higher workloads for managers
 Managers have more subordinates

(https://www.bbc.co.uk/bitesize/guides/zb2vvk7/revision/2)

7- Become a coach and not a boss!

1. Leaders Serve. In the Information Age, everyone, everywhere is potentially in a relationship
with you (whether you choose it or not). A service mentality is not just an ethical plus—it’s
required.
2. Cultivate Courage. Courage and sacrifice remain the foundation of leadership, service. The
higher levels of service—and sacrifice—are the binding elements of effective leadership in all
times and places.
3. Think in Terms of Relationships. Gaining advantage in isolated transactions cannot be the
basis of a sustainable business model. Now every business is a relationship business.
4. Create Value. Value is not based on how long or hard you work, or on your commendable
motivations, or what you think you deserve. It’s based solely on your customers’ judgment.
Today, those you serve are empowered to seek out, compare, and measure value as never before.
5. Advance Your Customers’ Values to Create Value. In a time of customer empowerment
and relentless commoditization, advancing the values of your customers can be a potent
differentiator. Focusing on values is not a distraction from the hard facts of business. Today,
values can create value.
6. Vision Remains the Foundation of Leadership. From the Bible to this very day, casting a
vision remains an indispensable element of leadership.
7. Make Management a Vital Part of Your Leadership. Management is part of leadership.
Effective leaders are effective managers. Effective managers are effective leaders.
8. Aim to be Best in the World. That’s right: in the world. Mediocrity is lethal. Best in the
world is the only sustainable business model. In our digital age, people can seek out the best
value from anywhere in the world. Resting on laurels, or settling for second-best has never been
so hazardous.
9. Listen and Observe with the Intensity of an Artist. Listening is the master skill in a
relationship-based world. An ideal is to learn to listen and observe with the focus of an actor, a
writer, a painter. Merely hearing is as far from listening, as conversing at a coffee table is from
presenting a speech to thousands.
10. Ask Questions. Refrain from Answers. The open ends of question marks invite
engagement. The closed ends of periods are the equivalent of the body language of defensively
crossed arms. Declarations fit naturally into transactions. Questions are the building blocks of
relationships.
11. Master the Arts and Science of Influence. Internal and external stakeholders have greater
leverage than ever before. The age of the boss is over. “The power to persuade” is now as
necessary a skillset for corporate CEOs as politicians.
12. Recognize that Communication is Part of Everything You Do. Communication skills
cannot be delegated or outsourced. You are your message. From new media to traditional
meetings, effective 21st century leaders must master an ever-evolving range of communications
expectations.
13. Collaborate to Create Value. The smartest person in the room is always the room. Think,
listen, speak, and act accordingly.
14. Create a Stimulating Ecosystem. Have a personal board of advisors. Search out mentors.
Comb history for “spiritual ancestors.” Connect with people of accomplishment through social
media. Beware flooding your consciousness with a torrent of vacuous, popular culture effluvia.
15. Learn from Other Generations. What are you learning from various generations? Every
generation now has a voice. Will you listen and learn?
16. Learn from Other Cultures. A world of customers and competitors and prospects and
resources is just a mouse click away. Communicate and collaborate where they are–not where
you are.
17. Learn from Public Failures and Mistakes. You’re less likely to have your falls hidden
behind the walls of large institutions. Are you able to get off the mat, get back into the ring?
Many of your missteps or misfortunes will be captured for eternity in all their digital glory. Get
over it.
18. Cultivate an Experimenter’s Mindset. Innovation includes false leads and failures. Today’s
failure may be the basis of tomorrow’s breakthrough.
19. Break Boundaries, Silos Wherever They Appear. Don’t let others’ limitations of
imagination or experience or customs or organizational culture limit your capacity to serve.
20. Demand Optimism. Optimism—or negativity—can spread from a leader through her ranks
faster than ever. Whether to be publicly optimistic is a leadership decision, not simply a matter of
a one’s individual temperament or druthers.
21. Engender Enthusiasm. The universal spirit that flows through enthusiasm remains
compelling. The very word is derived from the root, “the spirit of God in man.” Yet another
breadcrumb reminder that leadership is, ultimately, a spiritual practice.
22. Be Relentlessly Adaptable. The value of your service is determined by your capacity to
evolve in the rapidly unfolding circumstances of the early 21st century. Nonetheless, don’t flatter
yourself that your challenges of change are the greatest in history. Thus far, they’re not
comparable to those of the generations born at the dawn of the 20th century, for example.
23. Safeguard Your Physical, Mental, and Spiritual health. Your health constitutes the
foundation of all your service. Not to maintain your physical health—especially as one becomes
older—is to succumb to self-indulgence. Seen in this way, safeguarding your health is a moral
duty of the highest order.
24. Think Like an Artist. Leadership is an art. Make every aspect of your experience a part of
your evolution.
25. Achieve Integrity. The sum of your parts can be united into a whole that only you can
create. Therein lies your calling.
https://servetolead.com/25-essential-21st-century-leadership-skills/ )

8- Give empowerment
The Importance of Empowering Employees
Empowering employees means giving your team members permission to take action and make
decisions within your organization. It also means there is trust and understanding in place to
ensure these actions are in line with company goals.
Empowering employees is important for growing a sustainable business. While many companies
may grow ground-up from the hard work and dedication of one or two entrepreneurs, true growth
is the product of multiple people working together. “Multiplying” yourself (as opposed to a strict
leader-follower mindset) multiplies your organization’s strength and capabilities.
6. Delegate to develop
Delegating to take drudge work off your plate is often shortsighted and misses an opportunity to
strengthen and empower your team. Instead, delegate with the intent to grow and develop the
capabilities and responsibilities of your employees.
7. Set clear expectations
Define the boundaries within which your employee is free to act. By setting clear expectations
(but not micromanaging them), you’re giving your employees permission to take make decisions
while ensuring the decisions are in line with company goals.
8. Give employees autonomy over assignments
It’s okay if an employee doesn’t get from point A to point B using the same means you’d use.
When you delegate, accept that this may mean your employee may complete the task differently
than you would. Relinquish control, refrain from micromanaging, and accept that your way may
not be the only (or best) way to complete a project.
9. Provide necessary resources
Many leaders complain that when they first start implementing employee empowerment
practices in their organizations, they still get employees coming to their offices and expecting
their problems to be magically resolved for them. Instead, offer tools, resources, and to be a
sounding board for ideas.
10.Give constructive feedback
When debriefing on a project, be thoughtful and specific about the feedback you provide. Telling
someone they did a “good job” doesn’t give them any direction for what to continue doing in the
future. Be specific about the actions or attitudes you’d like to see repeated and the impact it had
on others.
11.Accept ideas and input
When possible, include your employees in decision-making and goal-setting. If they can’t be
involved in these preliminary processes, be open to hearing their ideas and input. Not only can
being receptive to new ideas help empower your employees, it can also open up your
organization to great new ideas.
12.Communicate the vision of the organization
It’s becoming more and more important for employees to feel like they are contributing to
building something as opposed to just another cog in the wheel. By clearly communicating the
vision of the organization and how a team and its individuals contribute to that vision, you
are empowering your employees with the knowledge that their contribution is making a
difference.
13.Recognize employees for hard work
Showing appreciation for work well done makes it more likely that a person will do it again (and
do it even better). It will also encourage them to continue to be innovative, take action, and to
solve problems. Don’t be stingy with your thank you’s.
Why should you empower employees? Think of your dream team. Is it a bunch of workhorses
who do precisely what you say (no more and no less)? Or is it a team of knowledgeable
professionals who take initiative and use their skills to problem solve, innovate, and help the
company achieve a common goal?
We’re guessing it’s the latter. While your company can likely achieve a certain amount of
growth under your direct management, true and sustainable company growth takes a capable
team of empowered employees.

(https://leadershipchoice.com/empower-employees-in-the-workplace/ )

9- Set measurable objectives

Goals are part of every aspect of business and provide a sense of direction, motivation, a
clear focus, and clarify importance. By setting goals, you are providing yourself with a target to
aim for. A SMART goal is used to help guide goal setting. SMART is an acronym that stands
for Specific, Measurable, Achievable, Realistic, and Timely. Therefore, a SMART goal
incorporates all of these criteria to help focus your efforts and increase the chances of achieving
your goal.
Goals that are specific have a significantly greater chance of being accomplished. To make a
goal specific, the five “W” questions must be considered:
1. Who: Who is involved in this goal?
2. What: What do I want to accomplish?
3. Where: Where is this goal to be achieved?
4. When: When do I want to achieve this goal?
5. Why: Why do I want to achieve this goal?

(https://corporatefinanceinstitute.com/resources/knowledge/other/smart-goal/ )

10- Look for results

The leaders shall continuous monitoring the financial, customer satisfaction, internal process and
employees performance.
 11- Use the modern technological tools
Benefits of Technology in the Workplace
There are nearly endless benefits of technology in the workplace that can transform your
business into a more successful, mobile, and modern organization. Here are five major ones!
1. The ability to streamline repetitive processes with automation.
Over 40% of workers surveyed in a McKinsey report say they spend at least a quarter of their
work week on manual, repetitive tasks such as sending emails and entering data. Leveraging
automated technology in the workplace puts these tedious processes on autopilot so your
employees can spend more time focusing on higher-return business ventures, such as building
new client relationships or providing more attentive customer service. Automated processes are
also more accurate. For example, using a software solution to automatically collect, upload, or
sync data into a system of record reduces the risk of an employee accidentally inputting the
wrong number that could skew an entire data set.
2. Overhead cost savings with remote work and BYOD devices.
Companies of all sizes can experience significant decreases in operating costs by letting their
employees work from home and use their own devices. It makes sense—with fewer employees
in the office, organizations need less space, materials, and utilities. With BYOD device policies,
you aren’t on the hook for purchasing expensive new hardware every time you hire an employee.
As a large-scale example, American Express claims their remote work program has not only
improved productivity, but also saved $10-$15 million annually in real estate costs. A
Cisco study also found that companies save an estimated $3,150 annually per employee that uses
their own device between hardware costs, data plans, and the value of time savings.
3. Higher employee productivity and satisfaction.
When you give your employees access to the tools and technologies they need to do their jobs,
and let them use them in the way that works best for them, they’ll be more efficient and engaged
—and therefore much happier. In fact, highly-engaged business units have 41% less
absenteeism, 17% more productivity, and achieve 10% better customer ratings and 20% more
sales. When both a higher quantity and quality of work is being produced by your employees, it
drives revenue and boosts profit margins. Happy employees are also more likely to stay loyal to
your company long-term rather than going to work for the competition, which also saves you on
turnover costs.
4. The ability to better serve customers.
Technology in the workplace has allowed businesses to better market to their customers and
provide faster and more personalized customer service. From leveraging data to determine where
to place targeted ads, to participating in social listening to uncover your customer’s pain points,
to providing immediate service through live chat bots or automated emails, and more, there are
nearly endless opportunities for technology to enhance your user experience. This can go a long
way in differentiating your brand from others, leading to long-term loyalty and higher revenue.
5. The opportunity to tap into non-local talent.
Remote work policies can help businesses break down talent barriers by opening up a wider pool
of candidates. Before the rise of remote work, employers were pretty much limited to hiring
talent that was already in their local area or willing to relocate for the job—but this usually
meant having to reimburse their relocation expenses, which could drastically increase the cost of
a new hire. Now, businesses are able to attract and hire the best talent and industry specialists no
matter where they live with attractive remote work policies.
( https://www.protectedtrust.com/technology-in-the-workplace/ )
12- Develop your people
1. New experiences
Giving people new experiences is one of the very best ways to develop them.
2. New responsibilities
Similar to new experiences, the aim is to broaden people’s perspectives. This time, though, we’re
assuming that they’re basically staying in their current role but with a shift in remit. New
responsibilities are a good way to stretch people, but be careful not to overload them, or the
experience may not be a positive one. Redistribute some of their existing responsibilities while
they take on new ones.
3. Mentoring
If you haven’t already got one, then start a mentoring scheme Pair people up with a more senior
colleague and encourage them to develop a trusting relationship through regular informal one-to-
one meetings. Not all mentors will be equally effective but this can be a development
opportunity for both mentee and mentor. Agree and communicate some guidelines so that people
know what they should expect from the relationship – and how to make the most of it. You may
need to set aside some budget for this as you’ll probably want your mentor meetings to take
place outside of the office, for instance over coffee or lunch.
4. Peer mentoring
If your mentors are overloaded or you’re looking for something different, you might try
introducing peer mentoring. By pairing people up with someone closer in experience, seniority
or perhaps age, you may find that they’re able to create those all important trusting relationships
more easily. In a peer mentoring situation, the pair take it in turns to share, listen and encourage
each other to work through to solutions and next steps. It’s important to set some guidelines and
ground rules, for instance about confidentiality. Ask the pairs to report on progress from time to
time.
5. Group learning
Get people learning together, around a low cost tool or program of your choice. You’ll probably
want to focus on an online approach in order to meet the low cost criteria. For instance,
there might be an online course or MOOC (massive open online course) in a field that’s
technically relevant to a group of your learners. Sign them up so that they can all start learning
together, with a clear end goal in sight and encourage them to meet regularly to discuss what
they’re learning. The social aspect of learning in a group will ensure that they stay motivated and
get a chance to reflect more deeply on what they’re learning.
6. Empower your learners
Empower your learners by allocating an amount for each person and getting them to work out the
best way to spend it. Depending on the budget, they might choose some face-to-face training, an
online course or a subscription to a publication. Some might decide to pool their resources and
get a trainer in to address a particular shared need. Whatever, the outcome, just getting people
talking – and hopefully taking ownership of some aspects of their own development – will be a
positive result.
7. Promote informal learning
Encourage a social learning culture. Create a way for people to exchange information about
resources that they like the look of or have found useful for their own development. Your
approach will depend on what kind of communication systems you already have in place. You
could maybe create a new message board on your intranet or learning management system. If
your organisation is smaller, you could set up a What’s App group.
8. Offer flexibility
If you really don’t have any spare budget at all, then you could offer an equally valuable resource
– time. Encourage people to identify free development opportunities such as free conferences,
networking events or free online webinars. Agree with line managers how much flexible learning
time to allow people. You can add other elements to this approach, for instance tying it to the
informal learning approach, and getting people to share their experience with colleagues.
9. Empower your line managers
There are normally two key people involved in decisions about development – the learner and
the line manager. Line managers are often constrained by lack of awareness of the opportunities
they could be offering their people. You can help them be more creative by ensuring they know
what’s out there, and specifically what any of their colleagues might be doing to develop their
teams. Again, you might use a social tool like a message board, or find another way to ensure
that information is shared, for instance putting this on the agenda periodically at senior team
meetings.
10.Get people together
It might be a lunchtime discussion group, a book club or a club centered on some other kind of
activity, but if you can get people together in a forum that’s a few steps away from their normal
day to day tasks you’ll help them to see things with a fresh perspective. Some of the greatest
leaps in creativity come when someone borrows an idea from one field and adapts it to a new
one. So, even if the activity doesn’t seem directly relevant to your organisation’s day-to-day
work, it may lead to a breakthrough. It’ll almost certainly help build relationships too, which
should benefit the whole organisation.

(https://www.aptimore.com/article/10-low-cost-ways-develop-people/ )