Many companies have used shared learning experiences in the past, but it’s not as popular as it used to be. I think this is a mistake. Shared learning experiences can help create a common awareness of what is important between workers while at the same time helping to forge relationships that make work more meaningful and more productive.

Even before the notion of “the global marketplace” became a buzzword, banking organizations of all varieties understood and recognized the role of culture and diversity in doing business overseas. But culture isn’t just an international phenomenon, nor is it one driven entirely by geographic and ethnic boundaries. And while banking leaders may recognize the importance of culture and diversity in the international marketplace, they frequently overlook the role these forces play in their own backyards.

I have long contended that innovation lies at the intersection of creativity and diversity. My argument is that to get real innovation in an organization requires a well managed, diverse team of people, with the freedom to try new ideas and develop new ways of doing things. The problem as I see it is that most organizations are not organized or equipped to allow that level of innovation.

I’m also a major proponent of using management as a catalyst for producing organizational success.  When the remaining questions, as we move deeper into the 21st-century is, what problem was management. as we know it, designed to solve? Gary Hamel suggests that old-style management was designed to get people to serve the organization goals. That old model has to be replaced with one that asks the question.  “How do we build organizations that merit the gifts of creativity, passion, and initiative, which are things that people can choose to bring or not bring to their work.