Today wrapped up the third annual World Science Festival in New York City, June 2-6, which called on attendees to “Rethink Science.”

I visited today’s events in the historic Washington Square Park to find hundreds of kids and adults actively participating in the “World Science Festival’s Youth and Family Street Fair.”

Despite the 90-degree temperatures, kids of all ages swarmed today’s numerous exhibits, live events, and demonstrations in the park that showcased the magic of science. Of course, the park’s fountain was also a main attraction as it helped to cool down both children and adults, who seemed to be having a wonderful June Sunday afternoon.

Over the four-day period, the festival showcased “40 unique programs in scientific disciplines ranging from astronomy, physics and genetics to neuroscience, robotics and mathematics.” Efforts were made to also “integrate traditional arts disciplines – dance, theatre, music and the visual arts – to underscore that science is everywhere.”

Kudos to the Festival’s organizers for dreaming up and executing on this worthy event. It’s too bad that this sort of focus on the importance of science does not occur every week of the year, and in every city and town across our country.

Frankly, it’s the lack of interest of our future generations in science that threatens to knock the United States off its innovation pedestal. And frankly, we cannot lay the blame at our children’s feet. It’s adults who help influence what is important in a child’s life. If we don’t place a high level of importance on science, technology, engineering and math (STEM) — and pursuing careers in these fields — then we can’t expect our kids to follow suit.

American businesses of every stripe and color benefit from home-grown scientific discovery and innovation. As such, I call on business leaders from every corner of the country to work with schools and community officials to find ways to turn up the volume on the wonders of science, and excite kids to become a scientist or engineer.

Then who knows, maybe 10 years from now, the most popular show on our television, computer, or tablet screens will be “America’s Got Scientific Talent” or “Innovating with the Stars.”

You don’t think so? Well, at least I can dream.

I’ve been fascinated by the reports from last week about the British man who spent $750 on a homemade high-altitude balloon and basic camera that captured spectacular photos from space, which NASA spends hundreds of millions of dollars to capture.

Robert Harrison, a 38-year-old father of three and space enthusiast, rigged a $100 Canon pocket digital camera and GPS device inside a polystyrene box tethered to a helium balloon. It was all held together by duct tape. He then sent the contraption up 22 miles above the earth. During its ascent, the camera was set to take 8 still photos and a short video every five minutes.

Once the balloon reached an altitude of 22 miles, it popped (as he had predicted), and a parachute gently brought the two-pound box back to the ground. Harrison then used a GPS locator to track the box, which he found 50 miles from his home in West Yorkshire, England. He then posted his unbelievable photos on Flickr.com, which caused quite a stir in the space and engineering circles.

According to reports, Harrison has launched a total of 12 high-altitude balloons since October 2008 when he started the hobby.

Harrison said that NASA called him to ask “how he did it so cheaply?” He told them: “You just need a little technical know-how. I know nothing about electronics and what I do know, I learned from the Internet.”

Many companies and organizations, like NASA, spend millions each year to accomplish tasks using the same old methods. Why? Because “it’s always been done this way,” and once you set up a system and culture around a certain process, it’s hard to see doing it another way.

What’s needed is a different perspective that helps compel a management team to look at an objective in a new way. This can sometimes come in the form of an outside force, such as a merger or down-sizing. Or, it can come from a new executive, manager or team member brought in from the outside. Or, it can be grown internally through innovative training and a corporate culture that challenges the status quo and incents employees to do so.

Robert Harrison was not frozen in place from years of process inertia. He used fresh thinking and widely available, inexpensive technologies to achieve results that had eluded even the most experienced professionals.

Artists, photographers, and cinematographers know that perspective is critical to their work. Simply put, it can mean the difference between success and failure.

Corporate executives and managers should likewise embrace the importance of perspective in their work, and its impact on more innovative products, services and processes. I’ll bet you $750 it would take your company or organization to new and exciting heights.

The goal of this off-site innovation meeting was to provoke some of the company’s most promising professionals to look at things a little differently – in fact, we wanted them to look at everything differently.

Every day of our lives, we are bombarded by tens of thousands of visual and operational stimuli. The door handle we use to open the closet, the street sign we see to make the correct turn, the faucet we use to turn on the water in the restroom, the ink pen we use to sign a letter — and on and on.

Given the sheer volume of this stimuli, it’s no wonder that we give little thought to 99% of what we see, touch, and feel every day. But maybe your brain is paying more attention than you think.

Whether on an individual stimulus basis or in a cumulative way, your brain responds more positively to objects that are pleasing to the eye – even everyday objects. Whether it’s a company logo, a product, an online service, or a routine internal process or form, a user’s reaction to all of these things is real, no matter how subtle.

Your product division may want a customer or potential customer to enjoy the use and visual attributes of a given product. Your sales department may want a customer to have a positive user experience with an online tool or service. And your human resource department may want employees to respond favorably to this year’s new health benefit based on smart and attractive design elements.

Innovation is not only reserved for the once-a-year or once-in-a-lifetime breakthroughs. Innovation can and should occur every day across every part of your company – from the most obvious anchor product of the company to the most subtle and routine business process.

It’s the cumulative effect of these innovations and the associated attention to detail and design that will separate good companies from the best companies.

Companies should make it a point to encourage employees to seek out every opportunity to improve a product, service, or process – and should seek to arm them with the tools, training and incentives to do so.

In the end, making everyday things and how they are designed and used a priority within your company may very well lead to extraordinary things.

Maybe it’s the proximity of Canada to the U.S. and the friendly sports rivalry between the two countries. Maybe it’s the beauty of Vancouver and the surrounding area, which I visited in 2007. Or, maybe it’s the fact that I still have nearly two feet of snow in my yard from the recent blizzard in DC that has put me in the Olympic spirit.

Whatever the reason, I’ve enjoyed the diversion from the bad economy, the political discord in Washington, Tiger Woods, and the late night talk show melodrama.

I admit, I feel a bit nostalgic when I watch the Olympic Games. It harkens back to a time in my youth when I dreamed of being a famous downhill skier. There’s something about watching the world’s best athletes compete their hearts out, not for a paycheck or a corporate sponsorship, but for the sole purpose of winning — and standing on a podium to proudly represent his or her country.

It boggles the mind to think about the thousands of hours and years of practice that many athletes invest to become the best at what they do. And more boggling is that all that work may come down to a mere 60 to 120-second performance.

What drives a person to work that hard for a reward only of recognition?

The Olympics are unique in this regard. A company or organization could never, ever replicate this level of drive and dedication from its employees. Employment is work. It is a compulsory activity whose purpose is to make a living, provide for one’s family, and ideally save towards retirement.

With that said, there’s a lot that a company could learn from the Olympic ideal. Creating a healthy, competitive environment is a good thing. Rewarding those employees who excel and distinguish themselves is a worthy exercise and will drive increased performance across the ranks.

A corporate culture that celebrates achievement, both of individuals and of teams, is one that will lead to long-term success. It also creates an environment where employees are more likely to enjoy their work, and not dread coming to it.

Seek to ignite a fire within your employees. Light a cauldron that can serve to fuel creativity and innovation. I bet you’ll like the results and the golden opportunity it will provide your company to best your competitors.

To some, business innovation is a science – rational, methodical, and predictable. I prefer to see business innovation as more of an art – part science, but with a healthy dose of creativity and fearless ingenuity.

What is the genesis of the next best-selling car? It is a creative design team member, working on a white board or with clay, sculpting the outlines of the vehicle by hand, possibly mimicking the contours of another natural or man-made object that captures his or her imagination.

Then you bring in the engineers, the CAD team, the developers, and the focus groups to build out and test the proposition. But it starts with an idea, sparked by a creative moment by a talented employee.

How do I get one of those you might be asking? One of those creative employees who could be the ticket to your company’s next hot product or service?  I’m guessing you already have more than one of these employees who are capable of such feats. Your challenge is to find and develop this talent.

Artists and innovators need the right stimulation. They need a suitable environment that promotes imaginative thought. And most importantly, they need a corporate culture that embraces, not discourages, new and original thinking.

Starting today, commit to a business innovation program that seeks to engage employees, managers, and executives in a new way. Shine light on those who show promise and inventive traits. Challenge them with provocative training and events that develop their talents. Cultivate the artist in them. Once you’re able to get this down to a science, you’ll likely be one step ahead of your competitors.

Hewlett points out that flex time is a win-win in today’s economy since many workers will be happy to take less pay if their managers give them a more flexible work schedule. So not only could employers save money by embracing a flex time program, they could also get more out of their employees.

Flex time can come in a number of forms. For example, it may mean working four days a week for a total of 32 hours, and receiving 80% of the pay. Women are particularly attracted to flex time as Hewlett notes, since they are increasingly out-earning their husbands, while still facing domestic duties at home (e.g., as a mother).

A successful female employee and mother typically faces the dilemma of either quitting her job or living with the guilt of not spending more time with her kids at home while they are young. If the mother decides to leave her job, then the company loses out on the talent and investment in that employee. Flex time can potentially keep her at work, contributing to the company’s success, while possibly helping the company save money at the same time.

Ms. Hewlett is the founding president of the Center for Work-Life Policy, author of nine non-fiction books on business, and winner of the Robert F. Kennedy Book Prize. She has taught at Cambridge, Columbia, and Princeton.

Her latest book, Top Talent: Keeping Performance Up When Business is Down,” was released in October. Jeffrey Kindler, Chairman and CEO of Pfizer: “The right book at the right time. With skill and conviction, Hewlett provides new insight into motivating your top performers during tough times and preparing your organization for renewed innovation and growth.”

As we have discussed here in numerous blog posts over the last year, tough times are exactly when your company should invest in its best performers and mine all the talent your employees have to offer. This investment can come in the form of enhanced incentive rewards programs, imaginative leadership training, and other innovative programs to spur creative thinking and performance.

It will require a management team who is willing to embrace change, e.g., how and when employees work — in short, a team willing to flex different muscles. I’m guessing you’ll like how the results will look on you and your company.

Cinematography is “the art or technique of motion-picture photography,” according to our friends at Dictionary.com.

Today’s cinematographers, or directors of photography, are harnessing technology like never before to master this art form. They are responsible for every technical aspect of a film’s images, including: composition, lighting, lens choice, exposure, filtration, and film selection. Advancements in digital photography, computer technology, and photo-editing software in recent years are dramatically changing the way films are made.

As viewers, we readily see much of this technology at work in the greatly enhanced image quality of today’s motion-pictures – whether on a high-definition screen at the theater or in your own home. Yet, we are not privy to technological changes that are taking place behind the scenes, which are resulting in not just a better product, but a more timely and cost-effective one.

When you combine these new technology tools, with bright, young cinematographic professionals who know how to leverage these tools, you find a motion-picture industry that is literally reinventing itself one image at a time.

Take for example, Jessica Clarke-Nash, from Sydney, Australia – a Preview Stills Assistant, who represents the next generation of cinematographers. At the ripe old age of 24, Jessica already has over 70 feature films, television shows, commercials and videos under her camera belt.

As a preview assistant, Jessica is responsible for taking thousands of high-quality digital still photos during the course of making a full-length feature film alongside the motion-picture camera. Throughout the day of a shoot, Jessica downloads her stills into sophisticated photo-editing software such as Adobe Photoshop Lightroom 2, makes needed adjustments, and readies them for the cinematographer’s review within minutes.

The cinematographer in turn, based on this immediate feedback, can adjust the technical elements of his or her motion-picture photography in real-time. Jessica’s photos provide instant input on light, exposure, coloration, and texture that the video playback in the field cannot provide. Equally important, these daily adjustments made by the cinematographer serve to cut the traditional two months of lab time needed at the end of a film’s shoot to merely a few days.

I met up with Jessica yesterday, who was traveling through Washington DC. She described her work on the set of the Hugh Jackman blockbuster, X-Men Origins: Wolverine, which was released earlier this year. Jessica answered my most important question: Yes, Hugh Jackman is amazingly handsome right down to his smallest pixel. She should know given she spent several months working only a lens-length away from Jackman during the filming of Wolverine.

Creativity and innovative thinking not only lead to better products, they can also lead to smarter and more cost-effective processes, which can pay valuable dividends for your company. Take a long, hard look at how you do business – frame-by-frame. Make sure your company is leveraging the latest technologies, and incentivize your employees to help you in this cause.

It may give rise to results that are truly worthy of an Academy Award.

So you sit, and wait for the thousands of vehicles in front of you to move so you can move. Just when you pick up a little speed, you come up behind a double-parked delivery van. And you wait again, watching the red-light cycle three times before you inch your way up to it. Then your mind wanders to what you can expect for your evening commute – probably something very similar to what you’re experiencing this morning.

Sound familiar? If this is not a common routine for you, it is surely much too common for hundreds of thousands of commuters in scores of cities across this country. Whether it’s by car, train, or bus, Americans are spending way too much time commuting to and from their workplaces. Think of it this way: an employee who spends a total of 90 minutes a day commuting to and from work, will spend about 360 hours a year commuting. That translates into 45 eight-hour days of commuting time!

Not only is this wasted time for the employee and the employer, these types of commuting experiences serve to eat away at an employee’s psyche. So once an employee finally gets to work, he or she could frankly not be in a less productive state of mind.

This is why companies and organizations should truly get serious about teleworking. Granted, it’s not for every company, and it’s not for every employee. But if you have an employee who spends much of his or her time working on the phone and/or on the computer, then this is a good candidate for telecommuting.

In its recent telework study (cited in last week’s blog post), Cisco found that 40 percent of its employees are already located in a different city from their direct managers. So in a sense, these employees are already teleworking (relative to their managers).

There’s no time like the present to more fully embrace telework policies that your company may already have in place – and where you don’t, start a new and robust program.

Innovation starts with happy and inspired employees, and employees who can get to their “creative place” – whether that be a physical place or a state of mind. A telework program alone will not ensure a company’s success, nor solve all its ills. But it can go a long way in getting more from your employees, giving more back to the shareholders, and helping out the environment along the way.

Three cheers for Xerox and its Board of Directors. On July 1, Xerox President Ursula Burns will take over as the company’s CEO replacing Anne Mulcahy, who will become chairman. This action is monumental on a number of levels, and it provides a teaching moment for many corporate boards, executives and managers.

First, Burns becomes the first African American woman to run a large global company, with sales of nearly $18 billion last year. Second, it represents the first time that a woman CEO is being replaced by another woman CEO at a large company. Third, this action is the result of a corporate culture at Xerox that has for decades promoted the notion of giving every employee—regardless of race or gender–an opportunity to succeed. It is this trait in particular that other companies should truly seek to copy.

Ursula Burns was named CEO because she earned it. And most importantly, she was given the chance to earn it over the course of her 29-year career at Xerox. Working her way up the ranks as a mechanical engineer, she was afforded opportunities to succeed–and fail–as she took on greater management responsibilities.

Companies far too often identify a relatively small subset of employees to groom for possible advancement. These employees usually get exclusive and subtle opportunities to advance (e.g., face-time with the boss at sporting events or golf outings), and some not-so-subtle (e.g., accolades and promotions).

In some cases, these employees are identified because they are a more comfortable facsimile of their managers. As this week’s Business Week’s cover story (June 8th) points out, less than 16 percent of corporate officers are women among Fortune 500 companies, despite representing nearly 60% of the workforce. (Comparatively, one third of executives at Xerox are women, and 22 percent are minorities).

Men promoting men are not always to blame. Ironically, women already on the corporate ladder are sometimes hesitant to reach back to help another woman grab the next rung. I have witnessed this phenomenon myself, which has also been borne out in a number of studies in recent years. So outgoing Xerox CEO Anne Mulcahy herself –who helped restore profitability to Xerox with a focus on innovation– deserves a lot of credit for giving Burns a chance to grow and advance within the company.

Dick Harrington, retired CEO of Thompson Corporation, and my former boss –serves on the Xerox Board of Directors and always spoke very highly of Mulcahy and Burns.

In the end, women or minorities should not be promoted simply because of their gender or race. They should be allowed to advance because they are given the same opportunities for development and growth, and succeed. Companies increase their own chances for success if they seek to mine and develop talent from every employee. Otherwise, a company and its shareholders will miss out on untapped resources — and will not reap the benefits of an Anne Mulcahy or an Ursula Burns.

Consider the employee or manager who tries hard to emulate the boss as a means to move up the ladder. Dressing in similar clothes, speaking in a similar style, and demonstrating some of the same interests. Sound familiar? Yet sadly enough these are indeed the managers who many times find themselves on the succession planning list.

They say that imitation is the sincerest form of flattery. Maybe so. But it’s also the surest way to dumb down your organization, by creating parrots who seek to echo the boss rather than generate new ideas and approaches.

Shareholders deserve better. It should start with a corporate leadership team that resists the seduction of imitative flattery. They should seek to encourage an environment that embraces diversity — of people, creative thought, and unbridled innovation in every shape and form. And the management team itself should reflect this diversity and set the example for the rest of the organization.

A baseball team made up only of left-handed pitchers will never get to the World Series. Likewise, the road to your company’s success will not be paved with how well your employees compliment the boss, but how well a diverse group of employees can complement one another.