In the search for innovation, front‐line employees are usually not encouraged to be part of the creative team, even though they may have fresh ideas and genuine insights. However, front‐line employees, those closest to the customers and the work of delivering products and services, have fresh ideas and genuine insights. This paper aims to investigate this issue.
The article describes how to create a complementary “Front‐Line Innovation” system for stimulating potentially valuable ideas and converting them to innovations that have an impact on competitiveness.
The implementation of a front‐line program involves a set of six components applied systemically and thoughtfully: people, process, tools, technology, governance, and metrics.
The Front‐line Innovation program surfaces new leaders and gives them the tools to create and act on ideas that are aimed at the most difficult problems facing the organization.
The article shows that a creative front‐line employee is a potent competitive weapon when supported by such a system.
Emerald Group Publishing Limited
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