We cultivate curiosity and wonder in our culture.
Sharing fresh ideas and taking prudent risk are part of our cultural fabric.
We foster constructive criticism. We never attack someone's new marketing idea or character for personal gain.
We welcome viewpoints from various stakeholders, not the loudest or most seasoned person in the room.
I guide discussions based on evidence from customers, sales teams, outside advisers, and others. This helps us discover unmet customer needs and innovation.
Our marketing leaders are comfortable dealing with ambiguity.
I am aware of my "global goggles." In other words, I recognize the perspectives that we carry with us from our earlier years. When it comes to innovation, I am willing to question and suspend them.
I consistently create "think time" for myself, and encourage others to do the same.
We foster a high level of trust and emotional connections across our management teams.
As a leader, I treat failure as a learning moment, and ensure we share lessons learned across the team.
We adapt to change quickly, especially when it comes to innovation.
I understand and can explain our growth discipline (customer intimacy, operational efficiency, or product innovation). I ensure that our marketing innovations are designed around that single discipline.
We can recite our strategic priorities (fewer than 5), and they help guide our innovation-related discussions.
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