Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Executives from international supply chain provider CHEP learned about the technology advances disrupting their industry during an SVIC executive immersion program in Silicon Valley.<\/p>\n\n\n\n The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Executives from international supply chain provider CHEP learned about the technology advances disrupting their industry during an SVIC executive immersion program in Silicon Valley.<\/p>\n\n\n\n The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
Key takeaway from SVIC:<\/strong> for large companies in traditional industries, collaborating with tech startups can be a straightforward, cost-effective way to embrace technological disruption.<\/p>\n\n\n\n Executives from international supply chain provider CHEP learned about the technology advances disrupting their industry during an SVIC executive immersion program in Silicon Valley.<\/p>\n\n\n\n The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
For a company of their breadth and complexity, we recommended investing broadly. By partnering with multiple tech accelerators, incubators, and startups, traditional companies like CHEP can get in on the ground floor of technologies coming to shake up their business \u2014 without having to pivot into becoming technology companies themselves. Our experts shared their experience in approaching innovative Silicon Valley startups, choosing the right investments, and incorporating developing tech into existing systems. The CHEP team went from wondering what a \u201cunicorn\u201d is (a privately-held startup valued at over $1 billion) to having a clear perspective on partnering with legendary successes of their own.<\/p>\n\n\n\n Key takeaway from SVIC:<\/strong> for large companies in traditional industries, collaborating with tech startups can be a straightforward, cost-effective way to embrace technological disruption.<\/p>\n\n\n\n Executives from international supply chain provider CHEP learned about the technology advances disrupting their industry during an SVIC executive immersion program in Silicon Valley.<\/p>\n\n\n\n The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
There is no \u201cone size fits all\u201d approach when responding to technological disruption. As the CHEP executives heard from our own experts at Silicon Valley Innovation Center, a company\u2019s reaction to outside innovation must be tailored to its business, industry, size, and other factors. Our presenters offered CHEP Canada insights into how a multinational supply chain management organization might effectively transition its business into one dominated by new technologies and business models.<\/p>\n\n\n\n For a company of their breadth and complexity, we recommended investing broadly. By partnering with multiple tech accelerators, incubators, and startups, traditional companies like CHEP can get in on the ground floor of technologies coming to shake up their business \u2014 without having to pivot into becoming technology companies themselves. Our experts shared their experience in approaching innovative Silicon Valley startups, choosing the right investments, and incorporating developing tech into existing systems. The CHEP team went from wondering what a \u201cunicorn\u201d is (a privately-held startup valued at over $1 billion) to having a clear perspective on partnering with legendary successes of their own.<\/p>\n\n\n\n Key takeaway from SVIC:<\/strong> for large companies in traditional industries, collaborating with tech startups can be a straightforward, cost-effective way to embrace technological disruption.<\/p>\n\n\n\n Executives from international supply chain provider CHEP learned about the technology advances disrupting their industry during an SVIC executive immersion program in Silicon Valley.<\/p>\n\n\n\n The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
There is no \u201cone size fits all\u201d approach when responding to technological disruption. As the CHEP executives heard from our own experts at Silicon Valley Innovation Center, a company\u2019s reaction to outside innovation must be tailored to its business, industry, size, and other factors. Our presenters offered CHEP Canada insights into how a multinational supply chain management organization might effectively transition its business into one dominated by new technologies and business models.<\/p>\n\n\n\n For a company of their breadth and complexity, we recommended investing broadly. By partnering with multiple tech accelerators, incubators, and startups, traditional companies like CHEP can get in on the ground floor of technologies coming to shake up their business \u2014 without having to pivot into becoming technology companies themselves. Our experts shared their experience in approaching innovative Silicon Valley startups, choosing the right investments, and incorporating developing tech into existing systems. The CHEP team went from wondering what a \u201cunicorn\u201d is (a privately-held startup valued at over $1 billion) to having a clear perspective on partnering with legendary successes of their own.<\/p>\n\n\n\n Key takeaway from SVIC:<\/strong> for large companies in traditional industries, collaborating with tech startups can be a straightforward, cost-effective way to embrace technological disruption.<\/p>\n\n\n\n Executives from international supply chain provider CHEP learned about the technology advances disrupting their industry during an SVIC executive immersion program in Silicon Valley.<\/p>\n\n\n\n The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
We put together a full-day immersion program for the CHEP executives to shed light on these questions and strategize for the future of their company.<\/p>\n\n\n\n There is no \u201cone size fits all\u201d approach when responding to technological disruption. As the CHEP executives heard from our own experts at Silicon Valley Innovation Center, a company\u2019s reaction to outside innovation must be tailored to its business, industry, size, and other factors. Our presenters offered CHEP Canada insights into how a multinational supply chain management organization might effectively transition its business into one dominated by new technologies and business models.<\/p>\n\n\n\n For a company of their breadth and complexity, we recommended investing broadly. By partnering with multiple tech accelerators, incubators, and startups, traditional companies like CHEP can get in on the ground floor of technologies coming to shake up their business \u2014 without having to pivot into becoming technology companies themselves. Our experts shared their experience in approaching innovative Silicon Valley startups, choosing the right investments, and incorporating developing tech into existing systems. The CHEP team went from wondering what a \u201cunicorn\u201d is (a privately-held startup valued at over $1 billion) to having a clear perspective on partnering with legendary successes of their own.<\/p>\n\n\n\n Key takeaway from SVIC:<\/strong> for large companies in traditional industries, collaborating with tech startups can be a straightforward, cost-effective way to embrace technological disruption.<\/p>\n\n\n\n Executives from international supply chain provider CHEP learned about the technology advances disrupting their industry during an SVIC executive immersion program in Silicon Valley.<\/p>\n\n\n\n The blistering growth of Silicon Valley is not due to technology alone. Just as important have been the innovative business practices shaping tech giants and startups alike: lean cultures, rapid development cycles, diverse hiring systems. These new ways of doing business, aided by high tech and a pioneering spirit, are creating some of the most successful companies in the history of the world \u2014 and lighting a path for others to follow.<\/p>\n\n\n\n For the second half of their program, the CHEP executives visited Google\u2019s Mountain View headquarters to get an in-depth understanding of the company\u2019s approach to corporate innovation. The group took a tour of the facility with one of the company\u2019s Engineering Directors, who explained that Google\u2019s \u201cpipeline of innovation\u201d starts with its employees. By offering multiple \u201cchannels for expression\u201d to its people, no matter where in the company hierarchy they fall, Google is able to maintain a comparatively small workforce of engaged employees whose best ideas will systematically rise to the top. The CHEP group saw some of these channels for expression themselves, like Google\u2019s open, collaborative workspaces and their in-house Google Caf?s designed to strengthen bonds between employees and across teams.<\/p>\n\n\n\n Other Google work culture innovations have already transcended the \u201cGooglegeist\u201d (the company\u2019s organization-wide survey taken to solve pain points as they emerge) and hit the zeitgeist at large. The company\u2019s famous \u201c20% time\u201d policy, wherein employees are encouraged to spend 20% of their time working on new projects they believe will benefit the company, has led to the development of now-foundational products like Gmail and AdSense. In fact this policy doesn\u2019t exist in any formal sense: rather, it persists as an idea<\/i> that permits creative employees to pursue projects they\u2019re passionate about. In this way Google gets its top-tier talent to experiment in a pressure-free and personally rewarding environment. Once these passion projects start to seem viable, the company naturally shifts to developing them more formally \u2014 and the cycle of innovation continues.<\/p>\n\n\n\n People look for meaning in their work. People want to know what\u2019s happening in their environment. People want to have some ability to shape that environment.<\/i><\/p>Laszlo Bock, Former Senior Vice President of Google's People Operations<\/strong><\/cite><\/blockquote>\n\n\n\n The CHEP executives took Google\u2019s meaning: a talented workforce is only as effective as a corporate culture allows it to be. For large companies with a lot of employees, that can mean a lot of untapped talent \u2014 and the difference between adapting to technological disruption or succumbing to it.<\/p>\n\n\n\n Key takeaway from Google:<\/strong> creating a corporate \u201cinnovation culture\u201d starts with empowering employees to engage with the business and experiment with new ideas.<\/p>\n\n\n\n Executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era.<\/p>\n\n\n\n The myriad trends shaping the future of the supply chain industry \u2014 autonomous vehicles, innovations in warehouse design, the emergence of the sharing economy, to name a few \u2014 are the disruptions CHEP hopes to embrace by partnering with Silicon Valley startups and emulating the innovative work cultures developed by tech companies. The executives from CHEP Canada used their SVIC program as inspiration for bringing their core business into the digital era. They learned how to start working with startups and how to drive innovation by keeping their employees engaged, motivated, and comfortable with experimentation.<\/p>\n\n\n\n New trends and technology will continue to redefine the supply chain business for years to come. CHEP Canada\u2019s response strategy is to understand those trends and to align themselves with the tech companies creating them. These organizational changes will prime CHEP to adapt without missing a beat and to keep doing what they do best: deliver.<\/p>\n\n\n\n Get inspired by the Silicon Valley ecosystem and see how innovation can happen at speed when startups and corporations work together. On the SVIC Leading Digital Transformation executive immersion program<\/a> you\u2019ll learn best practices for leveraging new technologies to solve real business challenges.<\/p>\n\n\n\n
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