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Marketing Manager, Foods. |
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We use our expertise in innovation to develop, run and assist with a wide range of workshops and events. This includes
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example 1: employee engagement on climate changeWe developed and ran major international workshop on climate change for one of the world’s top automotive manufacturers. The primary aim of the workshop was to generate a short list of strategically important R&D projects. However, the secondary aim of employee engagement was almost as valuable: It helped senior US based staff understand and engage with the low carbon issue, while encouraging their most creative European engineers to generate some radical and important project ideas. The best of these subsequently received significant development funding. 9 Months later the commissioning manager said “Many great things have come from our work together” |
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example 2: integrating health and social careOne of the NHS’s key priority areas is partnership working; integrating health and social care. This offers many benefits, but achieving and getting the different groups working together is challenging. We developed and ran a one day creative workshop for the Chief Executive and professional executive committee of Durham and Chester-le-Street PCT to move things forward. This brought together 25 senior participants from the different stakeholder groups. The workshop included using our popular tool, the Creativity Bulls-eye. Following the workshop Chief Executive said “I thoroughly recommend this workshop as a way of moving things forward”You can download The Chief Executive's article about the workshop here |
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example 3: rebranding the eastern regionThe East of England Development Agency was running a major programme to brand the East of England as the "space for ideas". See www.spaceforideas.uk.com As part of this programme, we developed and ran an evening “Synapse Event” for 70 business leaders from the Eastern Region. Typical feedback: “Very inspirational, fascinating and interesting” Our involvement in the PR programme also included designing and analysing a questionnaire on innovation leadership styles which was sent to 300 CEOs in the region, and writing two articles; “Myth of the Mousetrap”, and “Ideas Audit 2”. Both are available in print from EEDA, or downloadable from this website. They were followed by a number of media interviews, resulting in coverage in local and national press |
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