Thomson Reuters innovation case study

DOIhttps://doi.org/10.1108/SHR-07-2017-0047
Published date09 October 2017
Pages216-221
Date09 October 2017
AuthorVictoria Silverman
Subject MatterHR & organizational behaviour,Employee behaviour
Thomson Reuters innovation case study
Victoria Silverman
Victoria Silverman is
Director of Innovation
Enablement at
Department of Innovation,
Thomson Reuters,
London, UK.
Abstract
Purpose The purpose of this case study is to demonstrate how you can generate employee
enthusiasm through creative thinking and a campaign that drives engagement from the bottom up.
Design/methodology/approach Creative solutions, engagement through early careers network,
inclusion for all and democratizing the process.
Findings Employees want to be engaged and feel like a part of the larger organization. If given the
right opportunity, they will rise to the challenge and create a new momentum to drive innovation forward.
Originality/value The campaign described was designed and implemented in-house.
Keywords Culture, Employee engagement, Engagement, e-learning
Paper type Case study
Thomson Reuters launched an employee engagement campaign called #dare2disrupt
in the final quarter of 2016 to further excite employees around innovation. Innovation is
a company value and we wanted to raise its significance and create multiple entry
points for employees to innovate or feel part of an innovative organization.
We have more than 45k employees in 100 countries including 11ktechnologists and
industry experts from the worlds of law, news, tax & accounting, risk and compliance and
finance. As many as 47 per cent of them are millennials, a figure which rises to 80 per cent
in our operational centers around the globe.
To tell a story of innovation, you have to be creative, so we created a campaign called
#dare2disrupt that would encourage employees to think and act differently and enhance
our market reputation. Customers in the Financial & Risk, Tax & Accounting and Legal
professions are facing multiple challenges as technological and digital advances have the
potential to disrupt whole industries and sectors. We built the #dare2disrupt campaign
framework around three pillars: cultivating, collaborating and creating.
To make the campaign innovative we looked at our workforce as an onion, segmenting
audiences. We broke down these audiences according to hearts and minds, skill sets and
go to market needs so we could include customers in events that attracted about a
thousand participants under the auspices of #dare2disrupt. We then created one place
where everyone could come together online to share, like and comment on their
#dare2disrupt moments.
Emphasis
We avoided the expected corporate speak, by barely using the word innovation, which has
become a buzzword that can turn off audiences. Below is a chart that shows how we broke
down the focus areas by significance to each given audience. The emphasis was on
collaboration and engagement and we aimed to pull employees into the process itself
(Figure 1).
PAGE 216 STRATEGIC HR REVIEW VOL. 16 NO. 5 2017, pp. 216-221, © Emerald Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-07-2017-0047

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