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  <title>Collective genius</title>
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  <place>
   <placeTerm type="text">Boston</placeTerm>
   <publisher>Harvard Business School Publications</publisher>
   <dateIssued>June 2014</dateIssued>
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  <extent>p. 94 - 102</extent>
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 <note>How can leaders build an organization that is capable of innovating &#13;
continually over time? By creating a community that is both willing and &#13;
able to innovate. To be willing, the community must share a sense of &#13;
purpose, values, and rules of engagement. When Luca de Meo was &#13;
Volkswagen's head of marketing communication, he fostered a sense of &#13;
purpose in his team by asking its members to reflect on what being part &#13;
of VW meant to them; strengthened their shared values by encouraging &#13;
them to use the brand's three components-innovation, responsibility, and&#13;
 value-to guide their work; and built significant responsibility and &#13;
autonomy into their rules of engagement. To be able, companies must &#13;
generate ideas through discourse and debate; experiment quickly, &#13;
reflect, and adjust; and make decisions that combine disparate and even &#13;
opposing ideas. Bill Coughran, an SVP of engineering at Google, employed&#13;
 these capabilities both to solve the company's near-term data storage &#13;
needs and to make progress toward a next-generation solution.&lt;br&gt;</note>
 <note type="statement of responsibility"></note>
 <classification></classification>
 <identifier type="isbn">00178012</identifier>
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  <physicalLocation>Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen</physicalLocation>
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