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I wouldn't reject Sydney's idea in the beginning. I would say it's a good idea and let's schedule another meeting with stakeholders to discuss more. In the meantime I would collect some data and provide alternative solutions e.g. stretching current capacities or improve the internal operations efficiency and so on

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First I would show my appreciation with the his/her idea but also explaning the safety and trusting issues that might occur in the team. Additionally I would persuade him with some data but also provide the potential solutions from my side that can improve the employee's performance.

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I would thank Taylor for bringing the idea but also address what would be the main issue or concerns. I would encourage him bringing another innovative ideas or potentially connect him with the team who is responsible for the solutions. I would also use this chance to encourage other team members to initiative ideas.

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I would thank Taylor and show my appreciation to his idea with a thankyou Email. Additionally I would either have a short personal meeting with him or a quick phone call to give him some small points to take into consideration to develop his ideas (mainly the safety issues and the consequences behind every injury incidence in the Warehouse). Furthermore, I will conduct a Safety training for all employees to avoid letting the employees fall into the same idea as Taylor and know the importance of safety in the Warehouse.

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Bharat

I would appriatiate the employee for bring the Idea to me, and I would have a short discussion with him to show that I value the input. During the discussion, I would explain that Safety of the employees in the highest prority, so even if the system manages to avoid a single incident, it worth contintuing with it. But that said, there are lot issues observed by the employee, such as "too sensitive" sensors.
I would escalate this topic and keep him in the loop, so he is aware that his idea has been taken into account.

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It is a good approach that the employee is thinking about how to increase productivity. However, we cannot sacrifice safety as the first priority here. I would try to develop the idea further and to invest in optimizing the sensors, so they are not anymore over sensitive. In addition, the pre-set 10min stop could be ended by the line manager with a separate PIN or so.

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Torsten                                                                                   I would thank taylor for his idea and give him the feedback why it came to the decision to reject it and would encourage him to think about new ideas which circumvent the critical points.

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Torsten                                                                                   I would thank taylor for his idea and give him the feedback why it came to the decision to reject it and would encourage him to think about new ideas which circumvent the critical points.

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I would highlight with Sidney the reasons why this idea is a bad idea and underline previous failures of such approach. In light of these I woul invite him to reconsider the idea and, how high the cost of failure would be not only for the Company but for himself. Putting money and reputation on the line might not be worth for him.
Additionally, as one of his arguments is against implementing costly new technologies, I would underline the importance of innovation for the survival of the company.

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I would commend Jackie for her idea but reject it on the base that it is not ethical to tag employees to monitor their productivity.
That said, it is still a good idea but for the wrong reasons. I would invite her to keep investigating this idea as I see potential in the investigation of the ergonomic to reduce the number of injuries. Having data about the movement of employees while at work could lead to improvement in the layout of the facility that aim at reducing injuries like muscle strain and such. Anonymisation and voluntary collaboration of employees should be paramount.

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Thank you Taylor for your suggestion. I really appreciate the energy it takes to come up with an idea and bring it forward. I believe we need more idea like yours that aim at increasing productivity and efficiency. So please keep them coming! Unfortunately for this idea in particular, I must reject it. As you know security of our employees is of outmost importance and the Company, as well as myself, is not willing to  trade the security of valued employees like yourself for an in crease in productivity.
Although I need to reject your idea this time, let me be clear: I really hope you keep them coming! Don't get frustrated if some ideas are rejected we see this happening across the spectrum of the whole employee population.
That said, I also want to thank you for bringing the delay to my attention as I will make sure the sensor of the production line will get checked more thoroughly next time to make sure this delay is not caused by any mulfunction.

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I would like to express my appreciation to Jackie for her many years of working experience and for her exposure to new technologies. However, I would point out that every body has different ergonomics and unifying standard procedures do not necessarily lead to greater efficiency. But I would encourage her in her thirst for knowledge.

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First, I would praise Sydney for bringing this great idea to discussion and highlight the benefits of outsourcing the manufacturing of the hydraulic system. Then I would question whether the outsourcing of a key component of our main product is a good idea from the risks perspective, as well as in line with our strategic interest. I would elaborate on risks in details, engage with the experts if needed.

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Lots of feedback for this and strongly agree with points above!

It seems that Sydney’s find may be valid and helpful but does not fall under her typical role. That does not mean it should be rejected but laterally sent to procurement to review for validity. If available, the information gathered by Sydney should be collected and shared with other teams for review and consideration. The key element here is capability of knowledge and resources, aligning key teams to key ideas so that valid ideas are rejected with more accurate views and insight.

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My position in rejecting this idea will probably be that more useful innovations can be used in the field of IOT, which may be less expensive and at the same time do not violate workers privacy.

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I'll probably thank Taylor and tell him that usually, some ideas are so satisfactory that they overlook vital aspects like safety at work. I ask him to try to improve his idea without compromising safety.

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As mentioned, I would emphasize safety reasons first and make a rejection about this idea. In addition, I want to focus on the cost to implement this idea. Maybe traffic distribution in the warehouse would be more efficient way in terms of the cost and safety.
- JJ

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It sounds like Sydney may be a prolific "ideas person" practiced in the art of the "swoop and poop". Making a mess on someone's desk with an idea and leaving them to deal with it. Given their influence and the continued nature of these, this is an area to escalate and seek support from senior leadership in managing Sydney, while still benefiting when they develop genuinely good ideas.

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I agree with the assessment of my peers, this is an area where you can make the rejection based off an external reason - the privacy rights of the employees.
While thanking Jackie for the idea and encouraging her to continue coming up with them, it's important to try and think through some of the unintended consequences here from a legal and cultural perspective.

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Firstly, similar to the points in the article on crowdsourced ideas, I would encourage Taylor to continue to submit by being very clear on why this is being rejected and providing feedback in his style.
I would tell Taylor that increased injuries, even by a small amount, carry massive enonomic consequences for businesses with settlements running in to the 100s of thousands. Not to mention the negative cultural and public relations connotations of relaxing safety standards.

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Max:

Actually, I think Jackie should be commended for her idea and entrepreneurial spirit. My main argument, however, would be that the innovation would violate labor laws and invade employees' privacy too deeply. In addition, I would emphasize that we want to establish a corporate culture of trust rather than a culture of mistrust and surveillance. Perhaps she could give more thought to how assembly employees could be further motivated.

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I would ask Sydney if he knows anyone personally in his network that has used these East African manufacturers that can vouch for the quality? I would also cite some past examples of where the company tried to cut corners but these adjustments ended up  costing the company more. Cite customer reviews of product quality, etc to help illustrate how important maintaining quality and customer expectation is.

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Max:

The argument here should be that core technologies and the core of the business model should not be outsourced, as otherwise enormous knowledge / know-how may be lost. In addition, one could refer to other examples from the automotive industry, which have also tried to outsource the construction of engines. Such key competencies, which affect the core of the business model, should remain in the company.

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I would offer feedback to Taylor along the lines of I appreciate his intention and the attention he is paying to inefficiencies at the warehouse, however, no matter how rarely employees sustain serious injuries, safety is paramount. And encourage him to consider ways of making the warehouse safer, or more efficient but in a way that doesn't interfere with safety protocol.

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I would try to rationalize with Sydney that hydraulic systems are core technology to the company, and demands a premium in the market. Outsourcing of the core tech component can introduce risks of quality and infringement. I would try to understand her rationale towards cost reduction in production and operations, and jointly try to identify other avenues / ideas to achieve the same objectives

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Considering Sydney's high status, I would try to talk with her upfront before giving a message on project rejection, trying to understand key rationals and if there is any other 'hidden' rationale standing behind her proposal. I would highlight the importance of alignment with procurement, legal, security, and engineering teams to understand if there are any alternative options to improve costs structure.

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As it has already been mentioned below, I would also highlight to Jackie the importance of internal stakeholders' management and getting a 'buy-in' from the employees, as a way to get any initiative or project moving. I would also add that even though we may consider a project for the future, it should be shaped up in a different format to make sure that employees do not see it as a 'squid game' of detecting and eliminating unproductive employees, but rather as an initiative to increase process efficiency.

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I would recognize the possibility of improving efficiency by eliminating the sensors. I would also appraise Taylor for bringing up the issue and initiate a review of employee performance, making sure that workers are not penalized for the system halting production for 10 min.  I would also invite to the discussion Safety expert, who can justify that a 'cost' of mistake should an accident happen is far higher, rather than an impact of 10 minute stop in the production line. 'Better safe than sorry'. I would also bring to the table importance of safety and how much a company is investing annually in safety initiatives so that we could bring accident occurrences down.

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Additionally to what my colleagues wrote, I would even challenge him to come up with a different idea regarding that problem – not only a completely new one.
I think her/his feedback is absolutely valuable as he's in the field so I would definitely encourage him to continue to think about this problem space.

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I agree with with everything my colleagues wrote. On top of that I would tell her that I value her contribution, but also try to move this conversation to a different context – out of the current innovation cycle/project. I would basically decline it now, but win time to discuss it further with her in a deeper context, perhaps also with other colleagues.

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Building up on what Maria, Thorunn and Rodolpho already wrote, I would
1. Acknowledge her contribution and tell her I would have not expected anything less but a great idea to improve our operations and efficiency.
2. I would tell her that I like that she is creatively using "new" technology also on an individual level and that she should consider coming up with even more.
3. Tell her, that next to efficiency, we want to have a culture of trust and respect and that personal monitoring might diminish our pathway to that.
4. I would challenge her if she can think of solution that have the same result, but achieve it differently.

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I would mention that their concerns are on point but our current priority is to ensure safety and mention that we are always open to innovative ideas like this one and encourage to keep submitting for the future. Maria 

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I would mention that their concerns are on point but our current priority is to ensure safety and mention that we are always open to innovative ideas like this one and encourage to keep submitting for the future. Maria 

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I would colloquially acknowledge the great idea mentioning that currently our resources would make Impossible to focus in this new project. I would comment that if he/she/they really believe in this project we could try to brain storm in different ways to address my concerns on safety and security.  but unfortunately right now seems a bit risky without addressing those issues.  Maria 

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I would colloquially acknowledge the great idea mentioning that currently our resources would make Impossible to focus in this new project. I would comment that if he/she/they really believe in this project we could try to brain storm in different ways to address my concerns on safety and security.  but unfortunately right now seems a bit risky without addressing those issues.  Maria 

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I would reject the idea based on hard data, costs, risks and possible impacts on the bottom line  in case of failure.  Maria 

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I would reject the idea based on hard data, costs, risks and possible impacts on the bottom line  in case of failure.  Maria 

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Depending on the relationship I have with Sydney, I would:

- Good relationship: inform myself about the topic and then have a private conversation with Sydney on why this is not the best option for our company and show examples why it would not improve our bottom line/fail. I'd also come prepared with an alternative suggestion and get his feedback on it since I value his insights.

- Neutral or no relationship: would let Sydney know that I'm looking into it. I'd do my quick research and discuss casually with a few of the other board members/management to convince them of why it's a subpar idea. After getting the support from the others, I would approach Sydney and present suggestions using effort/impact analysis. I'd rank the ideas and focus on the ideas that would have more impact on the bottom line with less effort on our side. Since Sydney has many ideas, my hope is that he will forget about outsourcing to Africa once they see it's a subpar idea compare to the others.

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Privacy and safety were already mentioned as possible responses to Jackie's suggestion. Given that I have worked with Jackie for the more than a decade, I would give her feedback on the ideation process and stakeholder mapping. I'd ask her to consider not only the increase in efficiency but also to consider how the assembly line employees might feel about this idea. I'd also ask her to emphasise with them and think how she would feel if her manager would ask her to wear a tracking device.

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First I would thank Taylor for participating in the initiative. Then let him/her/them know that safety of employees is a priority for the company and these errors are factored into the average production levels. Therefore, we will not be moving forward with this idea. I would then encourage Taylor to continuing submitting ideas as there will be other opportunities to contribute in the future.

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The real issue here is that the operators here are worried that safety controls will damage their performance metrics, which points to an incentive conflict in the workflow.

My strategy here would be to acknowledge that the idea would achieve the noted goal, but that the management cares more about the safety of the employees than meeting assembly targets. I would then invite suggestions on how to change the calculation metric and measurement in order to allow the assembly workers to feel that they are not penalized for safety alerts. After a framework without contradictions is implemented, we can work on either improving sensors or other ways to meet targets.

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I would try to have a deeper conversation about the idea first. And then get everyone who has the most knowledge about this topic on one table in order to challenge the idea together. It could be a valid opportunity to increase the companies bottom line, but one need to consider all other implications as well. Then create a comprehensive picture of the change and evaluate afterwards together. Also then try to get people involved which are highly valued by Sidney to reject his idea if necessary.

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While the technology is available and the idea is valid, i would reject its implementation in the gloves by explaining 1) safety concerns by having sensors that can be distracting 2) privacy topics in regards to the employees space.

I would also ask for alternative ways to get the same data. whereelse could these sensors be placed?

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I would show that the idea is seriously discussed and would call impacted areas to the table (maybe HR, Legal, etc...). Would let these areas raise their concerns to show the blockers of such idea and would lead the discussion toward my decision of rejecting it.

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I would recognize this problem as valid. I would talk to the operator and explain to him that we can´t eliminate sensors for safety reasons. Nevertheless, we will look into improving the efficiency of the sensors, maybe by software updates or other measures. The essence of the idea is not bad but it needs to be restated. -Lukas

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Considering Sydney's higher status, I would point out:

technical difficulties in implementing the idea (e.g., potential misfit of a new hydraulic system with other components)

higher risk due to lower quality of African systems

potential delivery delays due to the complicated logistics

investments required to implement the new production subcontracting

Knowing that Sydney is a board member, I'd connect all issues with potential impact on a company's financial figures and reputational damage if the new system will cause an accident or block our work completely.

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Outsourcing Production to Eastern Africa

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Outsourcing Production to Eastern Africa

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Dear Sydney,
Thank you very much for your great and innovative idea about how to reduce production costs of our fork lifts by outsourcing to Eastern Africa.
Unfortunately, we have to reject your idea because this is more of an operations topic and doesn’t fit our innovation targets to create new and innovative products.
Looking forward to your next idea!

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The problem they recognise is real and if there is potential in increasing effciency and comfort at work with some sort of intervention this idea should be nurtured. Bring a team from ops and H&S together to discuss how they can interact give information to the drivers of forklifts while they are on the move - maybe headsets with a factory traffic control? - Andrew Murphy

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The problem they recognise is real and if there is potential in increasing effciency and comfort at work with some sort of intervention this idea should be nurtured. Bring a team from ops and H&S together to discuss how they can interact give information to the drivers of forklifts while they are on the move - maybe headsets with a factory traffic control? - Andrew Murphy