Deloitte asked us for suggestions on how to expand their innovation capabilities amongst its massive workforce. The innovation department functioned well yet independently of the rest of the organization. The other departments were largely unaware of innovation practices and strategies, as applied within the innovation department. What I proposed was to introduce a new employee role for leaders that would bridge the gap between both parties. It would be their responsibility to take information and plans from the innovation department and cross-check them with the others, both to inform them and to gather new insights to then return to the innovation department. This serves everyone involved as there will be a better fit between the products and services the innovation department develops, and the departments that have to execute them, and it keeps everyone engaged with the progress the company is pushing for. Everyone wins and Deloitte was pleased with my suggestion.