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Innovation-adept Culture Creating a Culture for Innovation – Aligning Your Corporate Culture With Your Innovation Objectives |
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By: Vadim Kotelnikov, Inventor, Author, and Founder of:
Ten3 Business e-Coach – Inspiration and Innovation Unlimited, Fun4Biz.com – Entrepreneurial Creativity Paradise, VVV1 – Global Virtual Venture Valley #1
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"If you have a yes-man in your organization, one of you is redundant." |
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Brief & Free!
Duration: 6 min
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of the mini-course "Inspiring Culture" (40 PowerPoint slides with executive summaries) |
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Ten3 Micro-course
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Balanced Organization: 5 Basic Elements Empowered Employees (Metal):
A corporate culture generally represents the norms, assumptions, shared values, and artifacts within a firm. Inspirational Leadership: 10 Roles
Growth Risk: "The more you measure and motivate based on innovation, the less likely you will have a truly innovative culture." – Stephen Shapiro... More
Development Risks: "The things we fear most in organizations – fluctuations, disturbances, imbalances – are the primary sources of creativity." – Margaret Wheatley... More Creating a Culture for Innovation By: Soren Kaplan Virtually all companies recognize intellectually that innovation and culture are both important to success. Yet few have explicitly defined strategies for linking and influencing culture and innovation to achieve specific business goals. Most companies have default innovation cultures in which various values, norms, assumptions and beliefs all compete for influence over employees’ actual behavior. The dominant ones that win out ultimately shape the culture. The question for leaders today isn’t if culture is important for success but how culture can drive successful innovation – and what, specifically, leaders can do to influence the kind of culture that leads to behavior that’s truly innovative... More
Establishing the culture of innovation requires a broad and sustained effort. Though changing a company's culture is never easy, with the right leadership, cultures can be reshaped and amazing results can accrue. Establishing an attitude of relentless growth is what enables an organization and its people to achieve their goals. The spirit of relentless growth keeps fresh ideas flowing and reinvigorates your company. Thus, "the primary challenge facing market leaders is to institutionalize an environment where every decision and direction can be constantly and safely reassessed."3 The Fun Factor Do you really want to learn innovation and know what is deep inside, at the core of successful innovation ecosystems like Silicon Valley? "The truth is ... it's a ball! Hard work combined with hard play - at every level, from executive down and back up again."1 People don't only work hard, but also have a lot of fun at the same time. And they are not just having fun, but planning it and making it part of their culture. This is the spirit that truly enables relentless innovation and creates innovation-adept culture.
Success is 99% Failure "If you are not failing, you won't succeed. If you can't succeed, you can't grow," said Robert Wood Johnson, former chairman of Johnson & Johnson.
"Companies with a high awareness of culture's importance to innovation have visible, tangible, and frequently humorous reminders that it's okay to take risk - that a person won't be beheaded for sincere attempts that fail."4 Punishing for falling short of a stretch goals is counterproductive. "If the company aimed at 15 and made 12, celebrate. What's critical is setting the performance bar high enough; otherwise, it's impossible to find out what people can do," says Jack Welch, the former legendary CEO of General Electric (GE).
The Seven Dimensions of Strategic Innovation The Strategic Innovation framework weaves together seven dimensions to produce a range of outcomes that drive growth. A company's Organizational Readiness may drive or inhibit its ability to act upon and implement new ideas and strategies, and to successfully manage operational, political, cultural and financial demands that will follow... More "Ready-Fire-Aim" Culture Tom Peters talks about going for “ready, fire, aim” as a better approach than “ready, aim, fire.” Don't take too long procrastinating rather than just getting on with it and treating failures as learning opportunities. Without action, you cannot know whether or not what you are thinking about will actually work. Sounding smart should not substitute for doing something smart. Actions count more than elegant concepts and plans. Create a corporate culture of “fire” rather than “aim” to send out strong messages about the value of action rather than talk and instill confidence in your people.8... More
Jack Welch's goal was to make GE "the world's most competitive
enterprise." He knew that the the current business environment requires an
energized, energizing leader: "You've got to be live action all day. And
you've got to be able to
energize others.
Welch urged everybody to stretch. Stretch targets energize. "We have found that by reaching for what appears to be the impossible, we often actually do the impossible; and even when we don't quite make it, we inevitably wind up doing much better than we would have done."
Strategies for Building a Growth Culture... Creative Chaos Environment... Improving Your Firm's Culture for Greater Innovation Effectiveness... Do You Want To Change the Culture? Be Specific!... Motivating Every Employee... Make Everybody a Team Player... Managing Innovation by Cross-functional Teams... Principles for Driving Growth Through Innovation... Value Innovation... Harnessing the Power of Diversity... Cross-pollination of Ideas... Organizational Innovation... Entrepreneurial Action – the Engine of Innovation... Cases in Point Corning's Discovery Center – Culture of Innovation... Case in Point Dell Inc. – Questioning Everything... Case in Point Procter & Gamble (P&G) – Making Innovation the Norm... Cases in Point IDEO and their Hot Studio System... Cases in Point HP... Cases in Point Silicon Valley Firms... Cases in Point GE... Cases in Point Lessons from Jack Welch: Get Less Formal... Cases in Point BP... Cases in Point Google...
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