Tech startups are hot right now and every company, regardless of industry is hopping on the "disruption" and innovation bandwagon that startups have been on for years. But can this kind of different and breakthrough thinking have a place in the world of banking where strict regulations and procedures come before all else?

From a young age, many of us were programmed to learn one way, through lecture. Education has long been a one-way street which often causes confusion, frustration and missed opportunities. Unfortunately, this structure has also carried on to the Modern American workplace. Bosses instruct, employees obey. But, is there a better alternative?

The concept of innovation has long been thought of as coming up with the best new and market-shattering idea first. However, plenty of companies have found success not as the creator of the next best idea, but being the first to implement. Knowing when and how to implement your team's best ideas can often mean the difference between success and missing the boat.

Annual performance reviews have been long dreaded by management and employees alike. Is it time to do away with the archaic once a year, backward-focused progress report in favor of something new?

The first 60 days in any company can be an exciting and trying time. It’s a time of getting one’s feet wet, acclimating to the culture and learning the major requirements and responsibilities of the new position. However, what many fail to realize, is that this is also a time to prove his/her net worth to the organization by having a real impact.

Citizens of local municipalities often desire to have a positive impact on their towns and neighborhoods. Unfortunately, government, even at the state and city level, is riddled with bureaucratic hoops to jump through. Enacting change has become an arduous process of petitions and signatures: but there has to be a better way.

By all measures, WalMart is enormous. Currently ranked as the largest company in the world based on revenue, it is also the world’s largest private employer with over two million employees. 

One of the ways Walmart has stayed ahead of the competition is through their creation of a corporate culture supporting “continuous improvement.” Walmart is always tinkering with new ideas to foster more sales and be more efficient. Is it possible to set up a similar culture in your company?

In recent years, innovation hubs have begun to accelerate American manufacturing processes. Employees who work in the manufacturing industry have a unique knowledge of how everything works and more importantly, how things can improve. 

Continuous improvement starts with a top down approach. Small incremental changes can yield big results for an organization. 

Professionals who work in hospitals are generally pretty smart individuals, who more often than not focus on quality and effectiveness of care. Front-line staff can recognize where things are wasteful or need improvement. And with all those IVs, medications, paperwork, HIPAA restrictions and other challenges, there’s usually a best practice or two that can be refined.

Kaizen is Japanese for “improvement” or “change for the better” while, teian is simply translated to “Suggestion”. Together they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business.  

This isn’t a new concept, but to many, a new term. The core value of Kaizen teian, much like intrapreneurship, stresses active involvement from all employees. From CEOs to assembly line workers, each member's role in facilitating change and growth is necessary.