Gr?nges has now chosen to highlight “Innovative,” in addition to “Committed,” “Accessible,” and “ActionOriented,” in response to rapid technological advances currently underway in almost all industries.
“We hold a leading position in our niche today, and one factor that will help us to maintain this status is to become more innovative,” says Magnus Carlstr?m, SVP HR.
Carlstr?m points out that theoretically, anyone could buy machinery and raw materials and hire talented specialists to begin to compete with Gr?nges. But what can’t be copied is the corporate culture – an important long-term success factor.
With an innovative environment that encourages ideas and transforms them into reality, Gr?nges will be better positioned to improve cooperation, processes, products and sales. The result will be greater profitability – which translates into security and income for both employees and shareholders. An innovative environment also makes it easier to hire the most creative employees for the future, and to retain those already in the company.
“In addition to maintaining the current standard, which is already excellent, the goal is to further nurture creativity throughout the organization. As a result, employees who live by the core values at work can expect increased responsibility and an accelerated career track.”
In order for this vision to become reality, leadership must promote innovative development – for example, by allocating time and carefully listening to new ideas, as well as by trusting and assigning responsibility to employees.
“Maybe one out of ten ideas is really brilliant, but in order to get all ten, we also need to take those that are less brilliant seriously,” says Carlstr?m.
“It’s important for all employees to carefully think about what this means for them personally, and I’d like to underscore that this isn’t about encouraging the occasional genius – we want everyone to feel responsible for our innovation. Each employee’s contribution is equally important.”