EXPECTATIONS, ACCOUNTABILITIES, AND BEHAVIORS
Given this view, we consciously designed our embedment activities to ensure that all leaders not only owned but actively promoted innovation. We considered that the work of our leaders at all levels was to embed innovation in Whirlpool's very fabric. Those at the top of our organization had the power to make the mega-changes in the structure, systems, culture, and environment that were required to embed innovation. Similarly, the succeeding levels of leaders also had significant accountabilities to lead execution of the day-to-day work that allows for embedment.
We found that the new accountabilities we were creating for innovation embedment needed to be spelled out and made explicit so leaders at ...
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