When you think about innovation, what comes to mind? For many, it’s brainstorms, sticky notes, and lightbulb moments. But according to Gretchen Masters, Head of Advisory for Mercer Marsh Benefits in the Pacific region, successful innovation—especially in complex organisations—comes down to two deceptively simple ingredients: curiosity and process.
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“Curiosity and process are even more important than funding. It doesn’t matter if there aren’t big budgets—what matters is that you’re curious, and you have the structure to turn that curiosity into outcomes.”
Why curiosity matters more than budget
Innovation isn’t about starting with a solution—it’s about asking better questions. Gretchen argues that the most effective organisations encourage curiosity at every level, not just within dedicated “innovation” teams. Leaders set the tone by role-modelling curiosity, rewarding those who ask tough questions, and creating a safe environment where no question is “stupid.”
“The higher you get in an organisation, the more open you should be about the questions you ask. You don’t need to have all the answers—what matters is being interested and curious.”
This mindset drives leaders out of the boardroom and into real conversations with customers or employees to uncover what genuinely keeps them up at night.
Process: The underrated superpower
While curiosity sparks discovery, process turns ideas into outcomes. Gretchen is clear: without structure, innovation risks becoming a loose, feel-good exercise that rarely delivers. Strong process means setting clear guardrails, aligning with business timelines, and having milestones that leaders can trust—even if the exact solution isn’t yet known.
“It’s not just scribbles on a whiteboard. Innovation needs guardrails to be functional and practical at the end.”
The corporate health conundrum
Switching gears, Gretchen dives deep into corporate health in Australia. Compared to markets like the US—where employers have a direct financial incentive to invest in employee health—Australia’s community-rated system means the motivators are different.
Here, the case for investment rests on:
- Attracting and retaining talent in a competitive market.
- Boosting productivity and reducing absenteeism.
- Meeting shifting employee expectations, especially from Gen Z.
Yet, many organisations still miss the mark—often focusing on programs that appeal to the already healthy (“the worried well”) or rolling out generic digital solutions with little personalisation.
“The people who really needed the behaviour change were often intimidated. The programs became something for the worried well—and they would have been there anyway.”
The role of insurers, brokers, and data
Corporate health isn’t just HR’s domain. Gretchen points out that:
- Insurers can use corporate settings as safe testing grounds for new health interventions.
- Brokers act as innovation catalysts—unlocking funding, connecting employers with the right partners, and even advocating during claims.
- Data is a game-changer. Organisations that understand their employees’ real health risks can target investments for maximum impact.
“Most organisations couldn’t tell you their main health risks or behaviour-change priorities. That gap is easy to fix—and it changes everything.”
Green shoots for the future
What excites Gretchen most? A shift from reactive programs to data-informed strategies, greater personalisation, and a segmented approach to workforce health—recognising the different needs of caregivers, an ageing workforce, and younger generations.
“One-size-fits-all will never make a big difference. The future is digital scalability combined with personal connection.”
🎧 Listen to the full episode to hear Gretchen’s stories, insights, and practical advice for leaders looking to sharpen their innovation approach and reimagine corporate health.