# data[].attributes.body
When an organization has a strong leader that is greatly grounded on their goals, the rest would definitely follow.

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It doesn't always have to be grand. Simple compliments and validations boost employee morale more than one could ever imagine.

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Manage resource utilization to 80-90% to give people room to innovate and work on items outside their business as usual / operational activities

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Avoid micromanagement and waste of time with too much updates and reporting to upper management. Streamline reports through dashboard to free up time for innovation

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Provide them time and tools needed to explore ideas.

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Connect with industry experts, universities, or innovation consultants who can provide fresh ideas and support.

# data[].attributes.body
Shift the focus from just meeting targets to rewarding creativity, initiative, and innovative problem-solving.

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To measure employee attitudes towards innovation, including their comfort level sharing ideas, risk tolerance, and perception of support from leadership.

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Measure cost savings achieved through innovative processes or product design.

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To see if innovations are addressing customer needs

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Departments to meet regularly to align and streamline projects, share best practices and learn from each other to innovate and improve processes.

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We have to re-think of ways on how each segment, group, department, unit can better collaborate with the customer in mind.

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Not everything has to be in a meeting. The bank must invest in tools that can track work in progress and manage resources effectively and efficiently.

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All employees must have a good, working knowledge of the agile principles. It should no longer a be just a buzz word but a way-to-go. First step, is to educate.

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Shared goals will help remove duplications and redundant processes

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Promoting a safe environment for innovation and applying agile practices requires a culture change similar to how the CHANGE values were cascaded to all employees.

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While we transition to agile and culture of innovation, there must be a continuity for all other projects already planned out to ensure we don’t compromise the timelines originally committed.

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To support the culture change, proper training and knowledge about innovation and agile should be provided to all the employees to ensure that we speak the same language.

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Time, commitment, willingness to invest in innovation initiatives, allocation of budget and personnel, setting clear expectations, providing strategic guidance.

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Budget allocation for incentive programs, performance evaluation mechanisms and designing reward structures that recognize and incentivize innovative behavior

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Promoting open and transparent communication channels, encouraging dialogue across different levels of the organization

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readily access to materials and engagements

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readily access to materials and engagements

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Easy and readily access to training materials, workshops, as well as on hiring or engaging experts in innovation and creativity.

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Presence of data collection tools, analytics softwares, and resources for conducting surveys or assessments.

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Incentivize creative thinking by giving extra bonus for employees who are able to implement innovations.

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Senior leaders should foster collaboration across the different units of the bank and ensure they allocate all the necessary resources they need to contribute to the bank's success.

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Setup campaigns on innovation. Celebrate and award units/teams with the most innovative ideas and contributions.

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Provide a common platform where employees can exchange ideas, gather feedback and share best practices.

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Employees feel valued when provided with opportunities for learning and growth. Establish learning programs that will help support employees as they engage in innovative initiatives.

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Invest in training and development programs to cultivate a workforce that is equipped with the skills and mindset needed for innovation.

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Recognize and reward employees for their contribution to innovation projects or ideas that lead to tangible outcomes.

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Offer more external trainings and development programs to equip ALL employees with the skills, tools, and mindset needed to innovate effectively, not just to those in higher ranks.

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Have a common blocked time for everyone with no meetings - employees can use this time to have deep work or think of ways to innovate.

When individuals are not assigned specific tasks, they often find themselves inspired to generate innovative ideas.

# data[].attributes.body
Employees know its value. It's even part of our corporate song. But we need to introduce this to the different levels of the organization so everyone speaks the same language. Everyone has to be introduced to it in a manner befitting employee role and function. Make it fun so that it is not too technical and intimidating for those who are new to it and challenging for the more senior ones. When everyone is familiar with its value, methodologies, tools, and benefits, it will then be easier to get everyone on board and encourage its application.

It would also be nice, that as teams go through it, there is a central / neutral body that can guide us and tell what we're doing wrong and which ones are right.

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Safe space for creativity and product innovation

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Safe space for creativity and product innovation

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Senior management must create a physical and virtual environment that foster creative thinking with measured risk allowance. A playing field where rules can be relaxed for the players and failures seen as a learning opportunity.

Provide the necessary tools, resources and budget to play with, where risk can be taken in areas like marketing or credit.

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Celebrate achievements by giving the team both monetary and recognition for each milestone accomplished. Knowing one's efforts/achievements are recognized and rewarded is a good feeling. It motivates people to continue thinking innovatively and excelling.

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Cross collaboration among departments would only be successful if everyone is on the same page in terms of vision and goals. A clear objective and assigned tasks would eliminate confusion among members.

A good feedback mechanism established in both physical and virtual environment, monitored by goalkeeper.

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HR must provide a dynamic learning platform where employees can develop and improve creative thinking and problem solving skills.

Knowledge gained from creative activities and tests must spread widely within the organization for effective adaptation.

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Establish KPIs based on observed and tested data.

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Don't get stuck on single idea or problem. Learning is a continuous process wherein the more you experience, the more learnings you derive.

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Regular coordination meetings among divisions or cross functional teams are essential for maintaining clear communication, ensuring everyone is aligned with the company's goals, and addressing any issues promptly. It also serves as venue to discuss processes that can be simplified or improved.

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BPI Excellence Awards is a good way to recognize and reward innovative projects. This helps foster innovative culture.

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Allowing people to explore, experiment and fail will encourage innovation from the ground

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Sometimes acknowledgement is enough. Its our job already to think of ways of improving how we do things

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Ensuring everyone is align to organization direction is key to maximize resource and ensuring we think towards the correct direction

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Exposure to trainings like this cultivates thinking minds and talents

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Always a balance of workload.

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Establish a cadence of tracking success or progress using data and analytics. Map KPIs down to ground-level quantifiable goals to help the team gauge whether their daily or weekly outcomes still align with the end goal, as well as pick up learnings fast in case there is a need to pivot certain directions or deliverables.

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Leverage on Existing Platforms and Architecture

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Leverage on Existing Platforms and Architecture

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Invest on learning what we already have in terms of system and platforms architecture capabilities - scale it up to other BUs.

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Allow each segment to identify key experiments on innovation and provide reasonable budget for them to push it

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Allow at least 15% of employees productive time to be dedicated to innovation

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Acknowledge, pat on the back for accomplishing daily tasks. Recognize monthly, quarterly Champions. Incentivize, reward Top Performers

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Face to face and interactive trainings for upskilling. Provide materials and spiels for reference and guide. Give extra time for training separate from business/ regular hours.

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Open communication to have a view and understanding of what is happening from the ground. Flexible to the needs of employees. Collaboration of different business units.

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Provide comms appealing to Gen Z audience. To ensure information is well understood. Short but concise.

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Segment/Group Heads should be able to identify relevant coverages that can parallel launch, develop, or create projects and new launches with other groups.

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Provide clear direction and policy related to Idea sharing and Experimentation, including a safe to fail framework.

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Encourage innovation through competition with prizes, and award Award innovative team with tangible rewards.

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Create campaign: backdrops, decorative office space, set a group of individuals as Innovation Champions

Townhall by CEO

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Embed development plan to cover innovation-related curriculum

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Set balance score card across the organization to ensure everyone could share idea and involve in an innovation or improvement projects/initiatives.

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Create an Innovation Day, or encourage everyone to block a certain time (for example 5%-10% of time) to focus on ideation, collaborate, sharing and discuss.

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Leaders act

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Stick & Carrot

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No hidden agenda

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Senior Management should not underestimate the impact of their interest in employee perception and motivation in innovation programs, so as to still inspire employees to perform even better

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Total Rewards package as a hybrid between total compensation and rewards and recognition programs, for employee compensation that goes beyond salary, bonuses, and benefits, with an emphasis on achievement incentives that reinforce the company's goals and values

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Encourage team member to try speaking with the Management or other senior level to improve their soft skill capabilities including their confidence level.

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A Shift to Agile Mindset: Empowering Teams Through Learning and Communication

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A Shift to Agile Mindset: Empowering Teams Through Learning and Communication

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Continuous learning and open communication are fundamental to fostering innovation and adaptability within an organization. The ability to remain agile in an ever-evolving landscape that requires teams not only embrace new principles but to deeply understand the importance of aligning their personal purpose with that of the organization they belong to. When individuals internalize the "why" behind these changes, they naturally align their actions with organizational goals, ensuring that values are reinforced and execution becomes intentional, rather than reactive.

Empowerment is a driving force behind this transformation. When team members feel a sense of ownership over their work, they approach challenges with confidence and initiative, contributing to a more dynamic and proactive culture.

Also, empowered individuals do not wait for instructions instead they take action, refine processes, and seek innovative solutions that enhance team efficiency. They become innovators of their own version/s rather than just "order takers". All members of the organization should foster an environment where change is embraced rather than resisted.

On the other hand, effective communication, could ensure that each autonomous team has clarity regarding their respective responsibilities, objectives, and limitations. With well-defined scopes, teams operate more efficiently, reducing redundancies and optimizing workflow.

Moreover, when communication channels remain open and transparent, teams gain the courage to engage in mini-experiments that create small yet impactful initiatives to test new ideas, refine strategies, and drive continuous improvement.

Beyond the benefits of team-level efficiency, open communication strengthens cross-functional collaboration. When teams interact freely, exchanging knowledge and insights, they create a work environment where innovation accelerates through collective intelligence and shared learning.

By integrating continuous learning, empowerment, and open communication into daily operations, organizations can cultivate a culture of agility, innovation, and strategic growth mindset.

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Seeing the consistency of leaders about building a customer-obsessed culture gives the employees the message that we should innovate rapidly to meet the changing needs of our customers

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Invest in quality training about new ways of working

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Invest in quality training about new ways of working

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Trainings such as what we are doing now definitely helps as this gives as a structure or a framework which we can work with to allow for innovation success in our company

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Our company has an annual recognition of innovation projects. Projects are divided into two categories - for clients and for customers, which is consistent with the culture we are building (note that there is no category for shareholders/income as this does not perfectly fit with the culture we are striving for - which is being customer-obsessed and human-centered leadership). Though the monetary reward is small, this reward/recognition gives employees a sense of pride which pushes them to continue to innovate more.

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Communication is important for proper alignment. On the top level, communicating a clear vision is important. For units at the lower level, it is important that everyone has visibility with each one's work for proper alignment. Using new tools (such as Kanban boards) can be a good way to communicate/align without having to do actual time-consuming meetings.

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A dedicated "goal-keeping" team such as a Project Management Office for technology projects can set and keep track of metrics to ensure that projects are completed and accomplished in compliance to certain standards.

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In our Group, we have what we call an "Innovation Lab". We spend a few days in training and the teams are encouraged to pursue projects aligned with specific strategic initiatives of the Group.

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A regular focused-discussion hour can come handy to ensure all related concerns are being addressed. This allows better time management too

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1. Ensure teams are comprised of both dedicated types of personnel: BAU/Operational and Projects/Innovation.

2. Policy/Rules of engagement around true cross-functional innovation teams and initiatives

3. Change policy for approvals, project management for agile initiatives

4. Invest/Drive scalable, modular architecture within the BPI tech stack

5. Unibank Innovation, Customer Experience office to find synergies, alignment and design new customer experiences for bank clients.

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Bank-wide hackathon events with cash prize for winning team to encourage implementation of small-win agile projects. Hackathon candidates should be supported by dedicated senior management coaches.

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Transition away from Death by Meeting; Move towards to Live Documents, Shared Knowledge bases and Collaborative Project and Task Mgmt Tools

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Transition away from Death by Meeting; Move towards to Live Documents, Shared Knowledge bases and Collaborative Project and Task Mgmt Tools

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Bank-wide crossfunctional effort to trim down unnecessary alignment meetings by changing corporate culture around information and task management. Enable collaborative O365 tools that are currently disabled --- Loop / Sharepoint sites to collaboratively manage project information and documentation, Planner with Timeline for Teams to enable team task management and asyncronous updates, PowerAutomate to automate task workflows.

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Democratize training to include rank and file and lower level officers.

Train representatives from the same organization together. Adoption of learned material becomes more collaborative, more successful if more than one person share the same organizational context.

Develop a new ways of working as a Unibank. Disseminate to the whole organization to reduce adoption inertia.

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Align on non-financial, behavior-based metrics

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Align on non-financial, behavior-based metrics

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Identify and agree on non-financial metrics to track as an organization based on desired customer outcomes. Prioritize as much as financial metrics, as applicable.

Improve capabilities and processes around data collection, data insighting, data visualization, etc. to support the non-financial metrics to be tracked.

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1. Release manpower slots and improve staffing to avoid overcapacitized manpower

2. Manage WIP to avoid over assigning workload

3. Universally dedicate time for innovation and no meetings. Agenda for such days should be strictly non-BAU

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Support the Creation of a Culture of Innovation

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Support the Creation of a Culture of Innovation

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Leaders should openly and consistently promote a safe environment in which to innovate.

Senior management to allocate a budget for ideation and testing of activities/initiatives

Establish a reward system for breakthrough projects.

Include innovation in the KPI across the organization.

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Include recognizing breakthrough projects on existing award programs of different units like the Escudo for Branch Store Channels.

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Make state-of-the-art training on innovation available to many leaders.

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Include innovation as a KPI across all functions.

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Allocate a day or 2 in a month for leaders to focus on projects they're into.

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Create a platform to post milestones, ideas, and questions on breakthrough projects being developed.

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Being in Operations, it is important for employees to have manageable workload and still have time allotted to collaborate and ideate.

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Support for Time Allotted for Innovation 

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Support for Time Allotted for Innovation 

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Senior Management should consider innovation time in the capacity plan rather than treating this as an extra mile where employees will do outside of the work hours.

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All leaders should be trained and equipped to be able to create and promote an innovative culture.

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Employees KRA should not just ask for a certain number of innovation projects but rather set a KRA for business agility/innovative culture.

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Senior management should integrate innovation into the organization's strategy, clearly articulating its importance and vision. Leaders must demonstrate innovative behaviors, support risk-taking, and create a safe environment where employees feel encouraged to share ideas. By role modeling these behaviors and actively participating in innovation initiatives, leaders can inspire and motivate the entire organization to embrace a culture of innovation.

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Management Support Through Proper Coaching and Providing Necessary Tools

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Management Support Through Proper Coaching and Providing Necessary Tools

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Leaders must be receptive and an active listener to be able to create a safe working space and nurture people to be more innovative and creative thinkers. In the same way, there should be available resources and tools that the people can generally use to explore and enable them to start working on their initiatives.

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Competitive Salary, Project Incentives, and Recognition.

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Competitive Salary, Project Incentives, and Recognition.

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On a broader perspective, the bank has long been practicing this but, most often than not, only those with bigger impact that are usually being put on the spotlight. While I believe in this concept, I also believe that each unit or departments must also practice this to equally recognize projects regardless of how small or big it is.

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Work in progress must always be visible to keep people always on track through regular cadences and progress board

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Available Learning Materials and Up to Date Trainings 

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Available Learning Materials and Up to Date Trainings 

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Learning and development trainings and program in a form of either online or face-to-face are available and made accessible to unibankers. This initiative of the bank is technically a generous and excellent way of supporting their constituents. One best example is the LinkedIn courses. What I personally hope is that this will be carried on for years and years to come.

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Achievable score card and less complex targets

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There should be a day in a week that is dedicated solely for WIP which means no meetings should be set unless urgent. This will allow the people to work on their projects without any interruptions which will significantly improve their productivity rate.

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Allocate slack time to teams in order to effectively process customer feedback and allow follow through through innovation.

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Incorporate Innovation in KRAs across the different units in the company.