Innovation

The Air Cruisers Company hired Michael Stanleigh of Business Improvement Architects to help them learn how to implement innovation.

“As the Master Lean Six Sigma Black Belt for my company, I was tasked by the upper management team to ‘implement’ innovation. Michael worked very closely with me to tailor a program to meet our exact needs.  Over the 3-day session, Michael not only taught our team about innovation but worked with us to develop a complete innovation process, starting with a vision of the program, all the way to the implementation of the innovative ideas.  Not only did we learn how to create an innovation strategy, culture and process, but we left the work session with a turn-key solution for starting our innovation journey.  Over the course of the 3 days, we worked in groups to actually complete tasks such as: developing a vision, creating plans to reshape our culture, developing the future structure of our organization, and generating innovative ideas.  Michael’s innovation ‘work session’ far exceeded all of our expectations and I would highly recommend his services to anyone starting on an innovation journey.”

Master Lean Six Sigma Black Belt, Air Cruisers Company

DNR hired Business Improvement Architects to help them implement innovation.  We trained most of the employees in the Forestry Branch.  They were very excited about the possibilities that Innovation has for them and so we then took a select group of individuals through a session to explore innovation more deeply through a process in which they developed their vision, strategy and culture.

“Taking your advice, we conducted our launch in a ‘Town Hall’ setting, which provided an opportunity for committee members to inform the region about the overall committee structure, ongoing upcoming initiatives, and the process to contribute ideas and get involved.  We are excited about the level of engagement we have sustained through this process, and there have been lots of discussions/ideas around improving the way in which we conduct business which, at the end of the day is our main priority.”

District Ecosystem Manager, Forest Management Division, Department of Natural Resources of Newfoundland

Three separate art facilities in a large city received a mandate from the local government to combine operations in order to better service general public needs and save costs. bia™ was asked to help the management and staff to unify the operation and help the team to overcome their challenges in bringing the exhibits together in one place. As well, staff did not function well as a unified team, rather, they continued to operate as three separate units within one building. bia™ used an “Innovation Process” and “Project Management” to create breakthrough performance for the staff and the organization. The outcome has been highly successful, with most of the innovations having been translated into projects.

“We are impressed at how Business Improvement Architects has very quickly and effectively managed to get us working co-operatively as a team. We highly recommend them to others.”

Chief Executive Officer, The Rooms

Business Improvement Architects has been on faculty with the Gardener Centre of Memorial University since 2003 and continues to work with them to provide open-enrollment programs.

“Michael Stanleigh of Business Improvement Architects has been a contract trainer for the Gardiner Centre, (Previously Centre for Management Development) of Memorial University in both open-enrollment programs with diverse clients and for client-customized programs around specific client needs.  We have used Michael and his associates on many occasions, and continue to contract with them because of their professionalism, the invariably high participant evaluations and most importantly because of repeat request from our clients for their services.  Michael’s evaluations have consistently been among our highest.”

Director, The Gardiner Centre, Memorial University

Nike wanted to create more teamwork and improve overall communication between staff in an effort to capitalize on ideas and suggestions that were always being raised but rarely captured. They brought in bia™ to train and coach staff on a Critical Thinking Process. This led to a number of new ideas being generated and implemented that improved the organizations bottom-line. As well, staff began to use the process on their own, almost immediately, in order improve their own decision-making process.

“The Critical Thinking Process helped the teams to be more strategic in their thinking and improved their overall decision-making and communication effectiveness. Michael’s energy and passion contributed to the overall positive results. We now have a lot of solid decisions to review which will help Nike to continue to be innovative.”

Director, Operations and IT, Nike