Driving Long-term Profitable Growth through Organizational Cultural Change by Soren Kaplan & Derrick Palmer, Managing Principals, InnovationPoint
ust about every organization wants to be more innovative. But organizations define innovation differently. Some see it as introducing new products, while others measure innovation success in terms of new services, customer experiences, business models or internal practices. And while some organizations are widely revered as innovative (everybody wants to know the secrets of Apple, Google and other high fliers), most seem to continually struggle to find their stride.
All companies, whether they are successful with innovation or not, have one thing in common: they have their own personalities, their own particular organizational culture the shared experiences, values, norms, assumptions and beliefs that shape individual and group behavior, and that (for better or for worse) ultimately impact their success.
Most leaders recognize the important role of culture in business success. Accordingly, there are many popular interventions for shaping culture: training programs that help galvanize new employees around vision, mission and values statements; leadership development programs that provide high potential managers with tools for becoming better leaders; and change management initiatives focused on new processes, structures and programs that increase
Why do you want to have an innovative culture? As we peel back the onion, the answer we eventually get to is: So we can drive long-term, profitable growth. We typically conclude that growth is the goal, and an innovative culture is a critical enabler a means to the end. So, as we respond to the question of How can I build a culture of innovation? we then talk about the several dimensions of the puzzle, the levers, that must be viewed (and tweaked) holistically.
The Strategic Levers of Innovation Culture Change
Culture is a soft and fuzzy concept that many people consider mysterious and impossible to actually grapple with. But by looking at the set of strategic levers that influence culture we can start to get a grip on it, and to see how we can shape it.
The following model shows that culture is shaped by the ongoing interplay between several variables, each of which may enable or inhibit innovation.
External Environment
Leadership organizational effectiveness. Enabling Technology Processes Culture The Relationship between Innovation, Culture and Growth Strategy & Business Model Metrics, Incentives, Rewards, Recognition
Structures
Results/ Performance People Over the past few years, there has been widespread recognition that innovation is also critical for business success. However, few organizations have been able to understand the explicit linkage between culture and innovation, or to create strategies for reshaping culture in a way that enables corporate growth through innovation or drives innovative thinking and behavior at the individual level. Senior executives often ask us: How can I build a culture of innovation? Before we respond, we ask: These variables are: The External Environment The emerging trends (e.g., demographic, social, competitive, industry, customer/consumer, technology, environmental, regulatory, and many others) that influence the organization and the world in which it will operate in the future
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Strategy and Business Model The organizations explicit (or implicit) functional design, and strategies for competing and growing given the external environment Leadership How the organizations leaders influence strategic direction and day-to-day operations, both through their explicit decisions and their more subtle behaviors Processes How strategies are executed and how work is accomplished through day-to-day practices and interactions, both internally- and externally-focused. This can be very broad, and includes: the ways the company interacts with its customers/ consumers; the ways various internal functions/departments interact relative to innovation; the ways information is shared; the ways employees contribute new ideas; the ways ideas are prioritized, tested, developed, killed off, and implemented Structures The formal/informal organizing principles and functional designs (both internal and external) that enable (or inhibit) collaboration and guide employee behavior People The skillsets and mindsets of individuals who work together, including employees, external partners and suppliers, etc. This has implications for hiring and training Metrics, Incentives, Recognition & Rewards
internal, organizational requirements for the appropriate execution can then be put in place (i.e., strategy must precede structure). Both culture and business performance result directly from the degree of alignment between the strategy and the way the organization has currently set up its levers. While this model may appear static, managing the levers is actually a very dynamic process that requires ongoing attention.
It is by managing these levers that an organization has the ability to influence its culture and to impact its ability to innovate.
Leadership should ensure that both strategic and tactical decisions around these levers align to (or at least dont undermine) the organizations specific growth and innovation goals. Creating new change efforts that impact any of the dimensions of the model can make a significant difference to the organizations culture and its ability to innovate.
Below the Surface: Managing the Mundane
This model of the strategic levers of innovation culture change provides a holistic framework for taking action. But shaping culture, especially when it comes to creating a culture of innovation, is also a daily task that continually involves looking at the affect of the mundane on strategic issues. The formal and informal measures that drive the kinds of innovation-related behaviors an organization wants to see from individuals, teams and departments. An unhealthy tension Org Structure Processes Vision & Strategy Stated Values often exists between longer-term corporate aspirations and short-term metrics Enabling Technology Capabilities and tools (e.g., internet-based collaboration/ communications tools, idea management or idea competition applications, etc.), that allow employees (and external partners) to connect, share knowledge, and innovate
The external environment influences an organizations overall strategy as well as its culture and the performance/results it achieves. While managing external forces is challenging if not impossible, the way an organization chooses to set up its strategy and business model should ideally take into account the external influences that represent opportunities and threats. Once strategy and business model are defined, the Symbols & Stories Shared Assumptions Unwritten
Rules
Norms Value
A common metaphor for culture is the iceberg. Icebergs float on top of the water and are visible to the eye, but beneath the surface they may extend hundreds of feet and can be significantly larger than whats visible above water. As a metaphor for organizational culture, the part of the iceberg above the surface is the visible culture, including such things as the stated vision, mission and values, organizational charts, policies and procedures, and formal processes.
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As we look beneath the surface, however, we find clues as to the way we do things around here norms, unwritten rules, shared assumptions, taken for granted beliefs, process workarounds and so on. Whats above the surface isnt always consistent with whats below. Often, its whats beneath the surface that really supports or inhibits organizational culture and the ability to innovate.
The behavior of leadership is arguably the single most important factor in driving culture change. Culture is influenced by just about everything that a senior leader does. From major organizational structure redesigns to minor passing comments that convey a leaders subtle personality and value judgments, culture is dynamically expressed, created and re-created every moment of every day. While it is true that leadership starts at the top, it is certainly a shared responsibility. To succeed in the long term, organizations must foster the right kinds of innovation-focused skillsets and mindsets not just among the most senior executives, but also with leaders (and future leaders) at various levels throughout the organization. In fact, there is often a frustrating disconnect in which executive leadership is indeed walking the talk of innovation, while mid-level leaders are too focused on their day-to-day activities to spend any time on innovation.
By developing specific innovation-focused behaviors behaviors targeted at addressing the below the surface aspects of culture leaders can affect change in many ways. For example, they can begin to shift the organization away from a CYA mentality/risk aversion toward smart risk taking; away from an insular Not Invented Here attitude toward an open-minded curiosity and willingness to look beyond their usual four walls to embrace an Open Innovation approach. To foster sustainable innovation, todays leaders must take a proactive role in fostering an organizational culture by pulling the levers that enable innovation.
Three complementary strategies: Envisioning, Communicating and Sponsoring.
Using the innovation culture change model as a basis, three complementary strategies can be combined to foster a culture of innovation: Envisioning, Communicating and Sponsoring.
Collectively, these strategies tap into both the formal levers as well as into the mundane, less visible activities that shift innovation culture.
Envisioning
Communicating Sponsoring
Envisioning: Envisioning involves defining a vision of the ideal future state for the organization that is creative, unique, compelling and worthwhile. This future state includes the traditional corporate vision statement but also ensures that the business vision is noble, high impact and describes the unique long-term difference the company can make for its customers, the community and the world. But Envisioning is not just about creating a vision for the business. Leadership must also outline a vision for the role of innovation itself. This includes: a statement about why innovation is important to the organization; a definition of innovation; what is expected of the employees as contributors themselves; the specific commitments that leadership will make to drive innovation; and metrics for measuring innovation successes.
Communicating: Communicating for culture change goes beyond traditional corporate communications. While formal communications certainly play a key role in driving culture change, fostering a culture of innovation means also becoming attuned to the informal communications. Leaders can begin by first gaining sensitivity to the informal communications that exist within their organization.
To assess the true nature of the organizational culture it is essential to gain an understanding of the stories, folklore, symbols and rituals that implicitly direct employees, partners and even customers. This includes such taboo topics as: the way we do things around here, what the company actually values, and what leadership says vs. what they really mean.
For better or for worse, some of these stories, folklore, symbols and rituals may be very powerful. Some will help foster a culture of innovation while in other cases these messages and assumptions may be very restrictive, with a very powerful grip,
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and may severely limit employees ability to step up and move beyond them.
Once the existing informal communications are understood, it becomes possible to identify opportunities for reinforcing positive messages and overcoming those that impede innovation. This includes demonstrating new behaviors, and creating new stories, symbols and rituals that establish a fresh dialog, and that promote values, norms and assumptions more consistent with a culture of innovation. For example, one company interested in addressing a serious deficiency in risk-taking established a Golden Turkey Award that was given quarterly, with a light-hearted yet serious spirit, to the individual or team with the greatest innovation failure. Given publicly by the CEO, the award became a symbol of the importance of embracing risk and proactively learning from failure as an essential part of the innovation process.
Sponsoring: Sponsoring a culture of innovation means taking specific, tangible, and visible actions using any (or all) of the strategic levers for innovation culture change. The depth and breadth of this set of actions will vary, depending on the organizations situation.
When leadership visibly sponsors an initiative focused on supporting innovation (such as holding an innovation offsite, or investing in idea generation software), this sends a strong message. It can establish positive, new stories that create energy, enthusiasm and optimism throughout the organization. The bad news is that if the commitment is not 100%, if the supporting systems have not been developed, or if follow-through is lacking, things fall flat, which causes employee disillusionment and a credibility issue. The bottom line: dont sponsor innovation unless you are really committed and fully prepared to see it through.
Getting Started: Conducting an Innovation Culture Assessment
The first step is to conduct a candid assessment based on the innovation culture model to understand where the organization is doing well in its innovation efforts; to identify the enablers/ inhibitors of innovation; and to capture some stories of the organizations innovation successes and failures. This assessment is conducted through interviews with a broad set of key stakeholders/leaders from different functions, businesses, etc., and may also include key
customers/partners. Sometimes these interviews may be supplemented with an online survey that engages employees across the organization.
The interview data is used to craft a set of preliminary recommendations on which levers should be pulled and how to deliver the most impact. For many organizations, the most critical levers are Leadership, Structure, Processes and Metrics. For example, a recommendation might be to set up a new, formal organizational structure (e.g., create an Innovation Council to support enterprise-wide strategic innovation; or establish a fund for small, accountable incubator teams to pursue promising new ideas). Another recommendation might be to develop a cohesive program of innovation metrics, incentives, recognition and rewards to help foster smart risk- taking and to drive a healthier balance between short- and longer-term corporate goals, or to motivate employees to actively and frequently contribute innovative ideas.
Each set of recommendations is accompanied by a simple Roadmap that includes: actions, milestones, roles/responsibilities, high-level resources, success metrics, next steps, etc.
Culture & Long-term Profitable Growth
By examining and pulling the strategic levers of innovation culture change, and by practicing the strategies of envisioning, communicating and sponsoring, it is possible to foster a culture of innovation that will drive long-term, profitable growth.
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About InnovationPoint
InnovationPoint is a non-traditional consulting firm that helps its Fortune 1000 clients take a strategic approach to innovation. InnovationPoint blends traditional and unconventional methodologies to identify breakthrough opportunities, develop growth strategies and consumer-inspired new products, and to align organizational strategy and design in a way that supports sustainable innovation. Clients include: PepsiCo, Frito-Lay, Dean Foods, Kimberly-Clark, Cisco, Agilent, Hewlett-Packard, Colgate-Palmolive, Hill's Pet Nutrition, Schwab, Visa, JP Morgan/Chase, Mayo Clinic, Alegent Health, Kaiser, Medtronic, Hoffmann-LaRoche (Switzerland), Philips (Netherlands).
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Creating a Culture of Innovation Posted by Edward Goldman on October 11, 2013 at 9:36am View Blog
It is easy for many organizations to say that they support innovation. They discuss how they are going about it and how they are providing some resources towards the effort. But when you pull back the surface the support is lacking. Their reward systems that do not support innovation just stifle it. They have review systems designed to ensure only completed projects and programs are recognized and they only reward success. Lastly, they only look at today's results and not towards the future. The talk says "goinnovate," but the walk clearly supports only taking risks that will ensure success. By only supporting the incremental improvements within the organization, we take no risks. This will force teams to think about small next steps and will in turn hamper our organizations ability to drive innovative thinking. The answer is possibility thinking - starting with a clear definition of where you want to be and then spending time trying to figure out what has to happen to make it true. Not focusing on the next single improvement, but rather the whole picture first. This frees us from the constraints of the current system and processes and allows for a more open field of possible routes to get to a solution. I like to think of it as the difference between a great sprint hurdler and a fair one... A great one focuses on the finish line and the hurdles are where they know them to be; a fair one only focuses on the next hurdle. This helps set the mindset, but does not always lead to success. In order to drive towards innovative thinking, failure has to be an option. Understanding that the lessons that you learn from failure leads to success is the key to any learning organization. When you are a child, you do lots of things you should not, but through learning the hard way, you find the paths that work. Within companies, we need to do the same. If every project was exactly the same, every issue was exactly the same, all the same people were involved and no human error possible, then maybe we could follow exactly the same method to get to the same result. But in my experience, that is seldom the true. Budgets are different, new people come onto the projects, new businesses are being driven, new capabilities are desired, and these force us into coming up with new capabilities and solutions. Also, in my experience, any successful project or innovation is made up of lots of failure to achieve the results. Support of these failures is critical to their ultimate success. Innovation happens more frequently. Support of failure does not mean that you need to build out a new reward system that provides monetary compensation for each failure, Congratulations Bob that is your third failure this week, here is your bonus!" It means that you recognize it, don't spend time looking for who is at fault and penalize everyone, but focus on what was learned from the failure and how to overcome it. How can you avoid it in the future and strive for better results? This is one reason that small companies or newer companies caninnovate faster in many cases. They do not have the time to search for all the guilty parties and punish them in their reviews, they have to continuously evolve and deliver quickly, which forces them to adapt and learn from these mistakes. They are also very focused on the goal and not always married to the path to deliver. This frees them from the constraints and allows for more dynamic approaches. The hardest part of any innovation culture is to simply stop things. When innovationsare not panning out, delivering the results expected, or driving to the capability you thought, you need to stop the work and simply move on. This is much harder for people and organizations to do as any innovation begins with a passionate individual or group that truly invests in the direction. Stopping this is a bit like stopping an aircraft carrier in that it takes time and much directed energy to stop. While very difficult, it is a critical step in managing those critical resources you have directed towards innovation
Developing a Culture of Innovation Posted May 20, 2014 in Change, Culture
by Amanda Kaiser
Kodak, a once a $10 billion dollar company, failed. Just when they needed to innovate the most, they focused on optimization instead.Innovation and optimization are at either ends of the spectrum. Its hard to do both. The most innovativeorganizations dont optimize well, and the most optimized organizations dont innovate well. Some optimization projects work well for big manufacturing firms. ISO, Kaizen and EMAS help large industry remove inefficiencies from processes allowing them fewer employees, less waste and more profit per piece. We expect this type of thinking will benefit our non-manufacturing organization as well but this is not always the case.
Optimization is a trap. Optimization projects promise gains in efficiency but in a non-production based environment those gains can be really hard to measure. Was the work to do the project worth the gain in the long run? Optimization projects themselves create a lot of busy work and can make us feel productive even though were not getting a lot done. Its easy to sign up for and approve these kinds of projects; they feel safe. Additionally while staff is working on an optimization project they are not doing the work that adds value to customers, members or attendees. Finally some companies are so single-mindedly focused on optimization they ignore that the very products and processes they are optimizing are going extinct.
Optimization influences culture. It seems far safer to focus on doing what you are already doing faster, better or cheaper. When staff is in that safety zone for too long getting out of it becomes a monumental undertaking. Hierarchy, processes, bureaucracy are all established and firmly placed in the name of optimization. Optimization creates a special kind of culture, a culture resistant to innovation. Innovation needs a culture of innovation. Collaboration and openness are two essential ingredients for innovation. To be able to collaborate you need trust. To trust you need time and some interesting projects for the team to work on. The best innovative teams are able to generate tons of solutions to a problem and together come to a consensus about the handful of ideas that will move forward to be tested. This organic process can feel haphazard and risky not tolerated well by efficiency-driven cultures.
Moving from optimization to innovation. You will have to make a choice. Do you want more optimization or moreinnovation? If you want innovation the way staff think, work, interact and are rewarded needs to change. This will take time and constant determination. Had Kodak pulled back a bit from optimizing their already ridiculously profitable film business they may have been able to see that all those efforts were futile. That business was going away. Instead they could have spent their resources on changing their culture and embracing innovation while they still had time. Amanda Kaiser is Chief Path Finder at Kaiser Insights LLC. You can find her at www.SmoothThePath.net
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