Content By H. James Harrington Ph.D. and Frank Voehl

H. James Harrington Ph.D. and Frank Voehl’s default image

By: H. James Harrington Ph.D. and Frank Voehl

Some things never cease to amaze. We are meeting with the executive committee of a major global company, and we have just asked if innovation is one of their top strategic priorities. Their unanimous answer is “yes.” We then ask about their individual responsibilities. “Which one of you is the CFO?” “Who is head of HR?” “Where’s the CIO?” One by one their hands go up. Yet, when we ask to see their global director of innovation, nobody raises a hand. Everyone just looks around the room with blank expressions. So, sure, this company understands that innovation is imperative. But nobody in its leadership team is directly responsible—or accountable—for making innovation happen across the organization. And in many instances, they don’t even seem to be aware of the paradox.

H. James Harrington Ph.D. and Frank Voehl’s default image

By: H. James Harrington Ph.D. and Frank Voehl

During the past six years, the Harrington Institute and its business partners have been involved in community improvement efforts that have produced significant results within the organizations involved. The thrust of the effort in the Orlando, Florida, community involved 25 projects and the certification of more than 300 Six Sigma Black Belts and Green Belts who worked on improvement projects involving a wide variety of community-based organizations—governmental, social services, and for-profits. The main focus of the projects has been on community improvement involving the at-risk population, such as children and families, seniors, and student outreach and participation organizations. All of the projects were performed on a pro bono basis with no cost to the organizations involved. The certifications were offered free of charge, and the cost of the materials was covered by local businesses and sponsors.

There were 10 different meta-themes involving the 25 projects in service organizations and government agencies that have been successfully completed since 2003: