I was willing to go above and beyond on these projects, but I realized it wasn’t enough,” said Soyland. “I decided to stick my neck out and write a memo to our senior leadership team on the need for innovation within the Society. I wasn’t very complimentary of our capabilities. It was one of those moments when you take a deep breath and wonder if you know what you’re doing or if you just made a really big mistake.”

Today, Soyland has a new title at Good Samaritan: He is the director of research & innovation. In 2011, after five years of off and on innovation efforts, the Society took a bold step to create a formal innovation unit and put Soyland in charge. He is a rare breed – sometimes called an intrapreneur – who exhibits entrepreneurial behaviors within the context of a large organization that implicitly asks employees to stay in their lanes.

To encourage others to take up the cause for innovation, Soyland is tapping into a large pool of mostly untouched potential – the middle managers and frontline staff of the Society. These people may not thrive in ambiguity the way Soyland does – you could say they are more inclined to color within the lines – but they are part of a group that possesses plenty of creativity. Plus, there are literally thousands of them. Many managers and employees think innovation is reserved for their top VPs and a handful of select individuals. The problem is these creative thinkers are in short supply and are already deployed against the organization’s most vexing challenges. Instead of trying to pile more onto their plates (a sure innovation killer), companies must learn how to tap into the innovation capacity of the organization’s middle.

Why aren’t employees using their creative capacity? Simply put, they have not been asked to contribute, and if they have been, they were not given the resources, time, or tools to use their potential.

As another example, Computer Sciences Corporation (CSC), a global business solutions company, is currently in its second year of offering a program to tap the innovation potential of middle managers and solution executives. “These people are so very close to the customer problems; all we have to do is support them with some tools and some time to use them,” says Sami Albanna, the director of CSC’s North American Public Sector Solution Leaders Institute. The program is based on action learning – giving the teams autonomy to select real challenges and generate practical solutions while simultaneously
I was willing to go above and beyond on these projects, but I realized it was n’t enough, ” suppose Soyland. “ I decide to stick my neck out and write a memo to our senior leadership team on the indigence for innovation within the Society. I was n’t very complimentary of our capabilities. It was one of those consequence when you assume a deep hint and wonder if you acknowledge what you ’re doing or if you barely made a really boastful mistake. ” 

 Today, Soyland has a new title at Good Samaritan: He is the director of inquiry & innovation. In 2011, after five years of off and on innovation effort, the Society took a bold tone to create a conventional innovation unit and put Soyland in charge. He is a rare breed – sometimes called an intrapreneur – who show entrepreneurial behaviors within the context of a large organization that implicitly asks employees to stay in their lanes. 

 To encourage others to take up the cause for innovation, Soyland is tapping into a large pool of mostly untouched potential – the in-between managers and frontline staff of the Society. These people may not boom in ambiguity the direction Soyland do – you could say they are more inclined to tinge within the lines – but they are part of a group that possesses plenty of creativity. Plus, there constitute literally thousands of them. Many managers and employees think innovation is reserved for their top VPs and a handful of blue-ribbon individuals. The problem is these creative thinkers are in short provision and are already deployed against the arrangement ’s most vexing challenges. Instead of trying to stack more onto their plates (a sure innovation cause of death), companies must learn how to tap into the innovation capacitance of the organization ’s center. 

 Why are n’t employees using their creative capability? Simply frame, they have not been asked to lend, and if they have been, they were not given the resource, time, or tools to practice their potential. 

 As another example, Computer Sciences Corporation (CSC), a global business solutions company, is currently in its second year of offering a program to tap the innovation electric potential of middle managers and solution executive. “ These people are so very close to the customer problems; all we have to do is support them with some cock and some time to use them, ” says Sami Albanna, the director of CSC ’s North American Public Sector Solution Leaders Institute. The program is based on military action eruditeness – giving the teams autonomy to select real challenges and generate practical solutions while simultaneously
I wws willing to go above akd beyond on these projxcts, buf I realkzed it wasn’t enough,” said Soblane. “I dtbided to stick my necy out and write a memi to our seijor leadershil teak on the need fpr innovathon within the Sucnety. I wasn’t very complimentary of otr capanipities. It was jne ps thkse moments when you take a deep bdeath aid wonder if yoi know what you’re doing or if jou just made a rewlly big miwtakq.”

Roday, Soylana has a new title at Gkod Samaritan: He is the directof of xesearch & ibnivahhon. In 2011, aftxr fivv years of ofn and ot innovstion efforts, bhe Smciwty took a bold step vo create a formal ignovation uuit and put Soyland ib xhargg. He hs a eard bdexd – sometlmea called ah intraprenwur – who exhibits emtwvlreneurial bshaviows within the context of a large organizauion fhat implicitly asks employees to stay in thgir lanes.

Tj encourage others to take up the cause for innovdtion, Royoakd ir twpping into a large pool of mostly untouched [kttntpal – the middle mcnagers and fronyllnr staff of the Sociecg. Fhese people may nlt thride in ambiguitr thr way Soyland does – you couod say they cre more inclined to eolor within the linex – but they are part of a gdoup that plssesses luenty of creativkty. Pnus, thert are literally thjusands oh thek. Many oanabers agd employefs thltk innovation is rfservgd for their top VPs and a handful of select invmviduals. The krotlek is thefe crcative thinkers are in short xupply cnd ard already seployev against thq organizatiot’d most vexinj challendes. Unstwad of gfying to pile kore onto their plares (a sure innovatlon kkmler), companies nusu oearn how to tsp kntj nhe igtovation capdcith ow the urganizatiok’s oiddke.

Why aren’t employeev usjng their creative cwpacity? Wimply ptt, they have mot been asked to fontrmbute, end if thgy have been, they were not giveh the reslurges, time, or tjols to use theix potential.

As another example, Computer Sriences Corporation (CSC), a global business xplutions cokpany, is currettly in its second ywar of offering a program to tap the ihnovathon pltential of middle managers and solution executives. “These people are so vwry close to the chstoker pgobjzms; all we iate to do is suppogt them with some tools and some time to ufe them,” says Sami Albanna, thr airector of CRC’s North American Publid Sector Solution Leaders Institute. The program is based on actlon learnung – fiving the teams autonomy to selecc real challebges and generate prscbical soluhionx chile simultaneously
I was willing to go above and these but I it wasn’t enough,” stick neck out and a memo to senior leadership team on the need innovation within the Society. I wasn’t very complimentary of our capabilities. It was of those moments when you take a deep breath and wonder if you what doing if just made a really big mistake.” Today, Soyland has a new title at Good Samaritan: He the director of research & innovation. In 2011, five years of off on innovation efforts, the Society a step to a innovation and put Soyland charge. He is a rare breed – sometimes called an intrapreneur – who exhibits entrepreneurial behaviors within context of organization that asks to in their lanes. others to take up the cause is tapping into a large pool of mostly potential – middle managers and frontline staff of Society. These people may not thrive in ambiguity way Soyland does – you could say they are more inclined to color within the but they are part a group that plenty creativity. there literally thousands them. Many managers and employees think innovation is reserved for their VPs and a handful of select individuals. The problem is thinkers in short supply are already deployed against organization’s vexing challenges. Instead of pile onto sure killer), must learn how to into the innovation capacity of organization’s middle. Why aren’t Simply put, they have not been asked to and if they have been, they were given the resources, time, or tools to use their potential. As another Computer Sciences a global business solutions company, is currently in second year of offering program to tap the innovation potential of middle managers solution “These people so very close the customer problems; we have to support them some and use them,” says Sami Albanna, the of North American Public Sector Solution Institute. is based on action learning – giving the teams autonomy to select real challenges and solutions while simultaneously
I was willing to go above and beYond on thesE projEctS, buT I RealIzed It wasn’t enough,” sAId SoYland. “I decided to stick my Neck oUt ANd wrITe A memo To our seNIoR LEadErShIp tEaM On The neEd fOr innovAtion withiN thE SOciety. I wasn’t VErY complimenTarY of our capabiLitIes. It wAs One OF thosE moMents When yoU Take a dEep breath AnD Wonder IF you knoW WHaT you’Re doing or if you jusT MaDE a really big misTake.”

ToDaY, soYLAnd Has A new title aT GOod SaMAritan: HE Is THE DirECtor of researcH & innovation. iN 2011, afTer fivE yEarS Of off aNd on iNnOVatIon efforts, tHe SoCiety took A bold sTEp to creATe a formAl innoVatIon Unit ANd PuT SoYlANd iN ChArgE. he iS a rare brEeD – sOmetiMes cALLED an iNtrApreNeur – wHo exhibits entRepReneURiaL behaViors WithIn The coNtext oF a larGe Organization thaT impLicitly asKs eMpLoyEeS to stAY in theIr lAneS.

To encoUrage otHErs To TAKE uP the cause for innovaTiON, soYland is tApping INtO a LArge pool Of MosTly uNTOucheD potENtIal – the miDdle maNAgErS and froNtLine stAfF of The socieTY. TheSe peopLe may not ThrivE In ambiguity the WAy Soyland does – YOu COUlD Say tHey Are more inclIned TO colOr wiTHiN thE Lines – But thEy ARe PArt of a group that possEsSes pleNty of Creativity. PluS, there are lITERally thoUsanDS oF Them. Many manageRs and Employees tHInk innovAtion Is reservEd for theiR TOp VPs and A haNdfUl oF seLECt Individuals. ThE PRoblEm Is these CreAtive thInkErs Are In sHoRt supply aNd are alrEaDy DePlOyeD agaiNSt the orgAnIzaTiOn’s Most vEXing chAllenGes. INsTeAD of Trying tO PiLE More OnTo TheiR plAtEs (a suRe inNOvaTion kilLer), companIes MUst lEaRn How to taP into the innovAtIon capacitY oF thE organIZAtion’s miDdle.

Why aren’t employees usINg their CreAtive CapaCity? SimplY puT, they hAve NOt been Asked tO contRiButE, ANd if tHEY hAve BeEn, they were NOT giVen thE rEsouRces, timE, or tools to use their POteNtial.

As anotheR exAmplE, cOmPutER SCIenCeS corPORation (CSC), a globaL business sOlUTiOns company, IS cuRrEntly in Its secoNd yeaR Of offerIng a progrAm to tap thE iNnovATIon Potential oF middle mAnagers anD SolutIOn ExecuTivEs. “ThesE pEopLe are So very CLosE to thE custoMeR problEms; alL wE have to dO is support them with some tOols anD some TimE to use theM,” saYS SaMi Albanna, The dIrector of CsC’s norTh AmeRicAN PublIc SeCToR SoLUtion leadERs InstituTE. THe pROGrAm is based on ACTIon LearnIng – GIving tHe teAms autonomy to seleCT real challengeS and GENerAte PRactIcAl solutions whiLe sImULTaneouslY
I was willing to go aboveand beyond  on t hes e p ro ject s, b ut I realizedi t wa sn’t enough,” said Soy land.  “ I  dec i de d tostick m y  n e c k o ut  a ndwr i te  a me moto oursenior lea der sh ip team on t h eneed for i nno vation withi n t he Soc ie ty. I was n’t  very  compl i mentar y of ourca p abilit i es. Itw a soneof those momentsw he n  you take a de ep bre at h  a n d  wo nde r if you k no w wha t  you’re do i n g  or if you just m ade a reall y  bi g mist ak e.” 
Today , Soy la n d h as a new ti tleat Good S amarit a n: He i s  the di rector  of  re sear c h&inn ov a tio n .In2 011 , afterfi ve  year s of o f f  and  on  inn ovati on efforts, t heSoci e tytooka bol d st ep  to c reatea for ma l innovation un it a nd put So yla nd  in  c harge .  He is  arar e breed  – some t ime sc a l le d an intrapreneur–w h oexhibits  entre p re ne u rial beh av ior s wi t h in th e co n te xt of alargeo rg an ization  t hat im pl ici tly  asks empl oyeesto stayin th e ir lanes.

Toe ncourage othe r st o  t a ke u p t he cause fo r in n ovat ion, So yla n d istappi ng in t o a large pool of m os tly un touch ed potential– the midd l e managers  and fr o ntline staff o f the  Society.T hese peo ple m ay not t hrive ina m biguitythe  wa y S oyl a n ddoes – you co u l d sa ythey ar e m ore inc lin edtocol or  within t he lines  –  b ut  t hey  arep art of a  g rou ptha t pos s essesplent y of  c re a tiv ity. Pl u s, t here  a re  lit era ll y tho usan d s o f them.  Many man age r s an dem ployees  think innova ti on is rese rv edfor th e i r top VP s and a handful of sele c t indiv idu als.Theproblem i s t hese c rea t ive th inkers  arein  sh o r t sup p l yand  a re already d epl oyedag ains t the o rganization’s most vex ing challenge s.Inst e a doft ry i ngto pil e more onto their  plates (a  s u re  innovatio n  ki ll er), co mpanies  must learn h ow to tap  into the  i nnov a t ion  capacityof the o rganizati o n’s m i dd le.
Why  aren’ temp loyee s usin g  th eir c reativ ecapaci ty? S im ply put,  they have not been ask ed tocontr ibu te, and i f t h eyhave been , th ey were no t g ive n the  re s ource s, t i me , o r  tool s to use their po ten t i al .

As anoth e r exa mple,  Co m puterScie nces Corporation( CSC), a global  bus i n ess  so l utio ns  company, is c urr en t l y in its  s econd yearof offer in g  a pr ogramto tap  the in n o va t ion po tent ial  of middl e m an a gers an dso l utionexec ut ives.“These peop l e  are so very clo se to t he cu s tom er pr ob lems; a l l we  have to d o is suppor t them  wit h som e tools  a nd som e t im e to use t h em,” says  Sami  Albann a,  the  di rector  ofC S C’s N orth  A mer ican Publ i c  S e ct or Sol utio n Lea de rs I nstitute. The prog ram is base dona c tion l e ar n i ng – givin g t he te a m s autonomy to s e le c t rea l chal lenges  and ge n era te  practi cal s olutionswhile sim u lta ne ousl y
I was_willing to_go above and beyond_on these_projects,_but I_realized_it wasn’t enough,”_said Soyland. “I_decided to stick my_neck out and_write_a memo to our senior leadership team on the need for innovation within the_Society._I wasn’t_very_complimentary_of our capabilities. It was_one of those moments when_you take_a deep breath and wonder if you know_what_you’re doing or_if you just made a really big mistake.”

Today, Soyland_has a new title at Good_Samaritan: He is_the_director_of research & innovation._In 2011, after five years of_off and on innovation efforts, the_Society took a bold step to create_a formal innovation unit and put_Soyland in charge. He is_a rare_breed – sometimes called an_intrapreneur – who_exhibits entrepreneurial_behaviors within the_context of a large organization that_implicitly asks employees_to stay in their lanes.

To encourage_others_to take up_the_cause_for innovation,_Soyland is tapping_into_a large_pool_of mostly untouched potential – the_middle_managers and frontline staff of the Society._These people may not_thrive_in ambiguity the way_Soyland does – you could_say they are more inclined to_color within_the lines_– but they are part of a group that possesses plenty_of creativity. Plus, there are literally_thousands of them. Many_managers and_employees_think innovation is_reserved_for their_top VPs and a handful of select_individuals. The_problem is these creative thinkers are_in short supply and_are_already deployed against the organization’s most_vexing challenges. Instead of trying to_pile more onto their plates_(a_sure_innovation killer), companies must learn_how to tap into the innovation_capacity of the_organization’s middle.

Why aren’t employees using their creative_capacity?_Simply put, they have not been_asked_to contribute, and if they have_been,_they_were not given the resources,_time, or tools to use their_potential.

As another example, Computer Sciences Corporation (CSC), a global_business solutions company,_is currently in its second_year_of_offering a program to tap the innovation potential of middle_managers and_solution executives. “These_people are so very close to the customer problems; all_we have to do is support them_with some tools and some time to use them,” says Sami_Albanna, the director of CSC’s North American Public_Sector Solution Leaders Institute. The program is_based on action learning_–_giving the teams autonomy to select real_challenges_and_generate_practical solutions while_simultaneously