WWF's journey to embed innovation in its core functions

When the World Wide Fund for Nature (WWF) began reinventing itself to better respond to escalating environmental crises, it learned that effectively implementing change across its global network of 9,000 staff would require treating innovation as a way of working, not a separate workstream. Easier said than done, write Lisa Canova and Katherine Tatarinov in their case study for SSIR’s latest issue. As WWF tried to embed innovation into its core functions, it faced barriers that may be familiar to many organizations trying to reinvent themselves: * Workflows designed for stability, accountability, and compliance, not agility * Slow approval chains * Unclear mandates * Siloed responsibilities, teams, and functions A big part of WWF’s effort to overcome these challenges was the formation of its Global Innovation Team, which was tasked with driving transformation throughout WWF’s global offices. It eventually established three strategic pillars to ensure innovation imbues the organization’s work: learn, apply, and spread. 💡Read the full article now to explore examples of these conceptual pillars in action: https://lnkd.in/daP6qtzw

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