随着企业希望“更好地建立”，以符合新的拜登政府的呼叫和联合国，首席执行官已经明确指出，他们最大的关注点是2021年。surveyby The Conference Board, CEOs in the United States and around the world said digital transformation and innovation top their list of internal challenges. Following up closely behind is the need to control costs.
The pandemic actually加快了数字转换。企业转向新技术来涵盖更多的任务，从而节省金钱。但是创新呢？
At first glance, tightening purse strings may seem likely to限制those efforts, since innovation requires investment. As a group of researchers from FCLTGlobal写last year, “Effective long-term capital allocation is fundamental for innovating and creating value; investment in research and development (R&D) fuels this growth.”
But having spent years researching and working with businesses to enhance transformation and innovation efforts, I recognize that tighter budgets can actually offer an opportunity. Organizations can use this time to make smarter decisions about如何他们将面临最大的挑战。
因此，问题变成了：企业如何以最低的成本最大化数字转型和创新？答案：通过以新的方式利用员工的思想。
内部企业为新产品和服务，新的运营方式以及吸引最优秀和最聪明的员工的新系统提供了一个思想和机会的世界。关键是释放这些想法并将它们汇集在一起。
This does not require bloated R&D budgets. It also doesn’t require external trainers or endless group brainstorming sessions that can get in the way of other work. Instead, the key is to create space for one-on-one conversations across the organization that surface ideas, support change, and lead to actions. In other words, peer coaching.
心理安全孵化构想
几乎每个员工都有可以改善业务的东西。但是，并不是每个员工都感到很舒服地说出整个公司的虚拟市政厅或在大型会议上举手。
同伴指导可以使每个员工说话up though, say, hour-long sessions that bring together two colleagues from across your organization for a structured conversation guided by a set of prepared questions. Each participant speaks and listens an equal amount, offering thoughtful feedback and encouragement. Because neither is in a position of hierarchy over the other, these sessions offer psychological safety, anecessity进行创新。
A study of schools, “同行指导驱动器改变，”看到这一点。它发现：“同伴教练设定了一种信任基调，使教育工作者能够摆脱现状。”同伴教练互相帮助克服“抵制变革的自然倾向”，并“可视化新的教学策略和开拓性的途径，以实现学校范围内的变革，变革性的变革”。
同行教练还直接导致具体的行动。在会话结束之前，每个参与者都提出了一项特定的行动。这可能是：“我将根据我的经验来对我们的销售团队进行反对处理的新方式进行案例研究。”可能是，“我将与经理进行一次艰难的交谈，即机器学习如何接管我们的大部分文书工作。”它可以旨在创造积极的变化。
由于同伴教练通过正在进行的讨论互相负责，因此我们的研究发现，有80％以上的时间参与者完成了他们的计划。
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结束筒仓
Over time, it’s good practice to pair employees with different people across the organization, creating relationships with those who have different focus, expertise, and perspective. This helps break down the silos that often prevent deep collaboration.
“Our studies have repeatedly confirmed that about two-thirds of transformation efforts fall short of their goals or are ultimately unsustainable,” McKinsey报告。“相比之下，在端到端操作模型中突破筒仓的组织更有效地运作。”
This makes sense, given that new ideas flourish when people have a better understanding of the challenges their counterparts in an organization are facing. “Innovation requires both reaching across fields and, often, acquiring more than a surface-level understanding of those fields,” three psychology professorsexplainedin the哈佛商业评论。
此外，孤岛不会通过团队建设练习消失。它们通过人之间的实质性关系消失。由于大流行，这些关系很难建立。每天不去办公室，人们的对话和自然发生的其他互动较少。整个组织的建立关系需要积极的努力。将同行指导放在日历上。Zillow的学习与发展副总裁Corina Kolbe在最近的一次告诉我，“突破性的对话正在发生，因为我们正在与不同业务的人们保持一致。”网络研讨会。
持续变更管理
一旦通过数字化转型和创新进行了组织的变化，总会有一些自然的抵抗。人们习惯了某些操作方式，并且对现有系统受到破坏的警惕。但是，随着变革的速度越来越快，每天的任务列出了一长串，因此经理们没有时间帮助每个单独的员工流程并习惯了创新。
Peers can do this for each other as they share their questions, concerns, and challenges. Rather than providing a partner with solutions, coaches help their partner find their own solutions. They also share their experiences and ideas, and together talk through the opportunities afforded by changes. What’s more, executives can consider assigning peer conversations focused on specific changes, radically accelerating the speed of trust and buy-in.
最终，这种体验为员工提供了许多以前从未经历过的敬业度和归属水平。反过来，这有助于推动进一步的对话，协作和想法。出现了更大的敏捷性文化 - 首席执行官看到他们的首要挑战所涵盖的一种文化，使组织得以蓬勃发展。
