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What Would You Do?
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What would you do? Martin is a project manager at a small engineering firm that specializes in designing cleanup strategies for contaminated properties. Recently, Martin has noticed that his clients seem eager to get rid of these properties. He is also aware of new land-use policies that push companies to reuse industrial sites instead of building their facilities on pristine land. Martin sees an opportunity in the real estate business for his company. He thinks that his company could buy contaminated properties at a significantly reduced price, do the site cleanup, and resell them at a huge profit. He knows the president of the company is eager to grow the business in a new direction. Martin wants to approach her with his idea right away, since he'd like to convince her to get into the business before competitors do. What would you do? Martin has a good idea and is enthusiastic about pursuing it. He should not rush to seek the president's support, however. He should first take the time to develop a compelling vision statement, identify his key stakeholders, and consider the criteria they might use to evaluate his idea. He should then seek feedback from his peers. For example, Martin should approach his colleagues in the engineering department about the costs and risks of the cleanup process. He should also consult with regulatory and legal specialists about how ownership of the contaminated properties would be transferred. As he cultivates his informal support network, he would do well to identify a sponsor who understands the politics of his organization to help him promote his idea. After he builds peer support for his idea and gathers sufficient business information to lend credibility to his case, he will be ready to communicate his idea to the president. In this topic, you'll learn how to implement an innovative idea in your organization. Pushing your company in a new direction presents many challenges. How do you take an innovation from idea to reality? |
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