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Everyday innovation
How to enhance innovative working
in employees and organisations
Professor Fiona Patterson, Dr Maura Kerrin,
Geraldine Gatto-Roissard and Phillipa Coan
NESTA is the National Endowment for Science, Technology and the Arts.
Our aim is to transform the UK’s capacity for innovation. We invest in
early-stage companies, inform innovation policy and encourage a culture
that helps innovation to flourish.
Executive summary
The imperative to promote innovative working key stakeholder interviews, case studies and
remains strong in all sectors despite the current a UK-wide survey facilitated by the Chartered
economic climate. However, although these Management Institute (CMI) based on 850
aspirations exist, many working practices that responses from CMI member organisations.
promote innovation are not being readily
adopted by organisations. When comparing
sectors, this is particularly prevalent in public
sector organisations. Here, some working Innovative working remains an
practices may actually inhibit innovative working. imperative for most organisations
Similarly, whilst the employee characteristics and
behaviours that enhance innovative working In the context of the current economic crisis
(such as motivation for change, openness and pressing social challenges, organisational
to ideas and original problem solving) can capacity to innovate and improve productivity is
be clearly identified and measured, there is becoming an imperative.
limited evidence that organisations are actively
integrating the research evidence into corporate Results from the survey indicate that innovation
HR policy and practice. is considered one of the few proactive strategies
an organisation can take to regenerate growth
Leadership capability, organisational culture, and fight a recession. Innovative working
and organisational values are among the most is expected to be reinforced in the current
important organisational factors and initiatives economic climate to meet the demands of
that enhance innovative working. Although an increasingly competitive marketplace. Of
there is a growing awareness of this, there is a the 850 responses, 78 per cent considered
persistent gap between what we know about innovation ‘very’ or ‘extremely important’ to
these factors and how they are put into practice; their organisation’s agenda in terms of products,
how to enhance innovative working continues processes or business models. There were
to be the most significant challenge for surprisingly high levels of optimism regarding the
organisations. This report uses several practical future; 77 per cent of respondents report being
examples to show how to promote everyday ‘optimistic’ about the future of their organisation.
innovative working at the employee, group,
leader and organisational levels. Despite some interviewees viewing the current
economic climate as a strong incentive to
The research reported here focuses upon innovate in all aspects of their business, others
the critical role employee characteristics and report the need to focus on certain types
behaviours play in innovative working and of innovation like incremental innovation in
reveals the key organisational factors that business processes, which typically require fewer
enable or inhibit innovation. Most importantly, resources than more radical forms of innovation.
we present the practical implications regarding This concurs with a third of survey respondents
how to best facilitate innovative working and who expect the available resources for innovation
promote innovation in organisations. The to be significantly reduced. Importantly, the
evidence base for this research was drawn from a public sector was found to be less focused on
comprehensive review of the relevant literature,
3
promoting innovative working compared to the that supports innovation is critical to promote
private and not for profit sectors. innovative working, including tolerance of failure
and valuing risk taking.
Key implications: More effective and targeted
use of the scarce resources available within
organisations is required. Encouraging and
promoting the adoption of innovative working Managerial support and working
practices within the public sector should be a practices can promote innovative working
focus for the future.
The survey and interview results confirm
that managerial support (e.g. ‘Managers
provide practical support for new ideas and
Motivation, openness to ideas, and their application’) is a necessity for effective
original problem solving: The top three innovative working. Working practices vary
employee characteristics and behaviours according to the sector, although research
for innovative working consistently shows that managerial support
is a key moderator for success. Regarding
An organisation’s ability to innovate is highly working practices in general, survey results show
dependent on the quality of its employees. employees from public sector organisations
Motivation for innovation, openness to ideas citing significantly fewer working practices as
and original approaches to problem solving are conducive to innovative working compared to
key contributing factors to promote innovative employees from the private sector. Interviews
working. Specifically, the need for self-efficacy confirmed this finding, suggesting current
for innovation is emphasised. However, despite ‘public sector working practices dis-incentivise
this finding only 29 per cent of surveyed innovation’. Many organisations are faced
organisations include these factors in their with significant barriers to innovation currently
selection and development practices. Our case with a ‘lack of resources’ reported as the most
examples illustrate how to address this practically. significant obstacle of all.
Key implications: Organisations can do more to Key implications: Innovation must be supported
actively identify and develop employee attributes at all levels with managers being responsible for
and employee potential for innovative working. encouraging and reinforcing innovative working.
This is particularly important in the public sector
where hierarchical structures are reported as
more prevalent. Public sector organisations
Organisations that actively promote and should review current working practices that
reward innovation are most effective at might impede innovative working in this context.
bringing about innovation
4
significant challenges in facilitating innovation lie and therefore a multi-pronged approach to
with keeping employees motivated and balancing intervention is more likely to succeed. The case
the encouragement of risk with the necessary studies presented provide an insight into the
control when required. Public sector employees development of how to promote an innovative
were more likely than private sector employees culture.
to list barriers to innovation that were associated
with leadership e.g., ‘risk aversion and a fear of Key implications: Use of diagnostic metrics for
failure among leaders’ and ‘too hierarchical a innovative working can help direct opportunities
structure across staff levels’. for intervention. Organisations should devote
more time to developing new ideas as well as
Key implications: To promote innovative introducing bespoke incentive schemes and
working, leaders must devote specific time for induction programmes that promote innovation.
developing new ideas, offering informational Bespoke management development activities can
feedback and engaging in creative goal setting. enhance innovative working. When introducing
To keep innovative employees motivated, leaders new initiatives, organisations are likely to need to
should adapt a transformational leadership style take a multi-pronged approach to intervention
(more inspiring, motivating and collaborative) that is tailored to the context.
to generate a shared commitment amongst
employees. Organisations should incorporate
specific training and development interventions
into current management development Summary of key findings
programmes to promote the behaviours that
enhance innovative working. Larger, public • Skills and behaviours that contribute to
sector organisations in particular need to ensure innovative working in organisations can
managers/leaders are fully supportive of and be identified and measured: Our research
trained in facilitating innovative working. identifies validated psychometrics for this
purpose.
5
Contents
Everyday innovation
How to enhance innovative working in employees and organisations
Part 1: Introduction 8
1.1 Background 8
1.2 Aims and deliverables 8
1.3 Research methodology 9
1.4 Report structure 9
Box: Why explore characteristics and behaviours to support innovative 10
working?
6
Box: Leadership and management styles that promote innovative working 32
5.2 Leader characteristics, behaviours and leadership styles for innovative 32
working
Box: Different innovations and different leadership styles at Procter & Gamble 34
7
Part 1: Introduction
8
• To use this framework to integrate the vast The aim of the survey was to provide
literature base and to highlight the areas for a barometer of current management
further work. practices to promote innovative working.
The survey of CMI organisations was
• Review the framework using a national conducted between May and July 2009.
survey4 and senior stakeholder interviews. Fifteen thousand questionnaires were
sent electronically to a sample of CMI
• Analysis and delivery of HR policy organisations, and 850 replies were
implications, including an exploration of received. The full results of the survey have
potential linkages with other NESTA research been published separately.6 The survey
and policy initiatives. covered the following areas:
9
Why explore characteristics & behaviours to support innovative working?
Professor Fiona Patterson
10
or a ‘sheep dip’ training course that will Working with NESTA on this research
be the panacea. Shifting behaviours and project has provided the opportunity to
organisational cultures takes a sustained look again at these issues in the current
effort, it isn’t simple. But, it can be done. economic climate. We hope that the
When I started my research, I used to spend evidence base from the literature and
effort convincing organisations to invest in examples from practice will help develop
promoting innovative working. Given the organisational innovation capability. The
current economic crisis, I no longer need to evidence clearly shows that tangible actions
persuade organisations of the need, it’s now can be taken to change working practices
more about the ‘how’ and ‘when’. and promote innovative working.
11
Part 2: Innovative working and the impact of recession
12
Figure 1: Response to the current economic climate
Facilitators
The focus on innovation
will be reinforced 70 19 10 1
Team members will become more cooperative
and willing to combine their efforts 54 28 17 1
Inhibitors
Control will become more centralised 52 23 24 1
Competition amongst team
members will intensify 38 33 28 1
0 10 20 30 40 50 60 70 80 90 100
Percentage
innovation has a key role to play in climbing UK-based innovation and change consultancy).
out of a recession. However, over half of “The economic crisis should be used as a
respondents also agreed or strongly agreed catalyst for innovation. If that opportunity is
that ‘control will become more centralised’ and not taken, the long-term costs can be ever
a third agreed that ‘competition amongst team greater. Playing it safe by choosing less risky
members would intensify’ both of which some projects is a strategy that we have adopted in
researchers argue are inhibitors to innovative the past and it failed; it is not the right way to
working. do things for us”. (Claire Whitaker, Director at
Serious, an international music producer).
Our interviewee responses also indicate that
whilst some organisations view the current Whilst most organisations acknowledge
economic climate as a strong incentive to innovation as vital for their long-term success,
innovate in all aspects of their business, the literature shows that in a recession many
others report focusing on certain types of businesses typically sacrifice the financial
innovative working, like incremental innovation resources dedicated to innovation. This is
in business processes, which typically require confirmed in our survey results, where a third
fewer resources than more radical forms of of respondents consider that the available
innovation. “Innovation is usually associated resources for innovation will be reduced as
with the creation of new products but in this a result of the current economic situation
climate the focus will shift to cost-effective (see Figure 1). Furthermore, almost a third of
ways of optimising what we have” (Peter organisations surveyed reported that resources
Harrison, Innovation Manager at Entheo, a and facilities were currently not readily
13
available for use in testing new ideas; the an ‘under-developed understanding of how
imperative is on making more effective use of to nurture and foster innovative working’
the scarce resources that they have. However, were often cited as contributing factors in our
unexpectedly, given the current economic interviews. “The response to the economic
situation, the large majority of respondents climate in relation to innovative working
reported being ‘optimistic’ about the future of varies from company to company; ultimately
their organisation (77 per cent). it comes down to leadership” (Peter Harrison,
Innovation Manager, Entheo Consulting). Our
Many interviewees listed employee survey findings confirm that senior leadership’s
engagement as a core resource in promoting development of an innovation strategy and
innovative working. “We know there’s a related priorities is described as one of the
causal link between employee engagement most important catalysts for innovative working
and organisational performance. The problem in organisations.
is with the current economic climate, this
could damage employee engagement, and
people tend to be more committed when they
have a sense of safety, a sense of control
in the organisation. I’m sure the same goes
for innovative working. One of the reasons
employees may still feel optimistic is that a
crisis helps shift behaviour… there’s almost a
sense of anticipation of what might happen
and therefore more potential for significant
change”. (Linda Holbeche, former Director
Research & Policy, Chartered Institute of
Personnel & Development, CIPD).
14
Public sector innovation
15
Key findings:
• 78 per cent of survey respondents reported that innovation was now ‘very’ or ‘extremely
important’ to their organisation’s agenda.
• 70 per cent of respondents reported that the focus on innovation will be reinforced
in the current climate with almost half of all respondents indicating positive change
e.g., ‘team members will become more co-operative’ and ‘individuals will be given more
freedom and opportunities to innovate’. However, over half also believe ‘control will be
more centralised’ with significantly more organisations adopting this approach in the
public sector.
• Interviewee responses indicate that, given the current economic climate, organisations will
focus on certain types of innovation (e.g. incremental innovation) which require fewer
resources.
• Survey and interviewee responses indicate that the public sector is less focused than
other sectors on promoting innovative working arguably at a time when it is most
needed.
Implications:
• Innovative working is regarded as one of the few proactive strategies an arganisation can
adopt to survive a recession.
• More effective and targeted use needs to be made of the scarce resources available within
organisations to promote innovation.
• Promoting innovative working within the public sector could be a focus for the future.
16
Part 3: Characteristics and behaviours for innovative
working
3.1 Openness to ideas, original problem • The association between mood and
solving and motivation are the top three innovation is complex and requires further
characteristics for innovative working investigation. Emotional intelligence might
be an important requisite for innovation but
Our literature review10 explores the association this is still relatively unexplored.
between innovation and employee behaviours
and characteristics such as the influence of Research literature shows that personal
cognitive ability, personality, motivation, initiative and motivation contribute to 10. Patterson, F. et al. (2009)
Op. cit.
knowledge, behaviour, and emotion and mood innovation, particularly in relation to 11. Patterson, F. (2004) Personal
states. Key messages from the review are: the implementation of ideas.11,12 Some initiative and innovation
at work. ‘Encyclopaedia
characteristics and behaviours are more of Applied Psychology.’ 2,
• Intelligence is a necessary but not sufficient effective or desirable at different phases of the pp.843-855.
condition for innovation. Although cognitive innovation cycle.13 As shown in Table 1, these 12. Sternberg, R.J. and Lubart,
T.I. (1999) The concept of
ability is related to innovation, it does not findings were confirmed in the survey where creativity: Prospects and
account for a large amount of the variance respondents ranked motivation or personal paradigms. In Sternberg,
R.J. (Ed.) ‘Handbook of
observed in employee innovation. initiative as one of the top three employee creativity.’ New York, NY:
behaviours contributing to innovative working. Cambridge University Press.
pp.3-15.
• The most common personality trait This is confirmed by our interviewees. 13. Amabile, T.M. (1988) A
associated with innovation is openness to “Risk taking, resilience, motivation, and model of creativity and
innovation in organizations.
experience. Conscientiousness is found to be imagination are the key characteristics of ‘Research in Organizational
a negative predictor of innovation, notably individual innovators” (Robert Farace, National Behaviour.’ 10, pp.123-167.
in the case of being dutiful and methodical. Resourcing Manager at the NHS Institute 14. Patterson, F. (2002) Great
minds don’t think alike?
The influence of other personality traits (e.g. for Innovation). Openness to ideas is one of Person level predictors
extraversion) is domain/context-dependent. the most important individual characteristics of innovation at work.
‘International Review of
for innovation,14 which was confirmed in our Industrial and Organisational
• Motivation is one of the most important survey with six out of ten respondents ranking Psychology.’ 17, pp.115-
144.
predictors of innovative working. openness amongst the top three individual
Management style significantly influences contributors to innovative working in their
employee motivation to innovate. Innovative organisation (see Table 1). Derek Smith, CEO
people are intrinsically motivated by change at UBS Service centre says: “open mindedness,
such that extrinsic rewards do not necessarily a willingness to share ideas, and to adapt
enhance innovative working. and develop are at the core of employee
innovation”.
• Domain-specific knowledge is a key human
resource for innovation in organisations. Many of our interviewees recognise the
value of resilience for successful innovation.
• Studies focusing on the employee “Bringing an idea to the market is one of
behaviours associated with innovation the most difficult aspects of innovating”
highlight personal initiative, proactivity and (Jurij Paraszczak, Director of IBM Industry
social competence. Solutions, New York. Successful innovators
must be skilful at making their case when
trying to overcome the barriers that often come
17
between the development of a good idea and survey respondents respectively, to be amongst
its implementation. Resilience, persistence, the top three individual contributors to
personal initiative, and communication skills innovative working in organisations (see Table
are especially important in the context of 1). There are differences observed according
innovation in large, bureaucratic organisations, to sector and job complexity for example, the
where barriers to innovation are more manifest. level of knowledge for biotechnology R&D
“Employees’ ability to communicate their ideas roles will be significantly different from those
successfully is also crucial for innovation. If required in lesser skilled jobs.
the case for an idea is not made sufficiently
well, the idea will not be taken forward” (Mike
Addison, Open Innovator, Procter & Gamble).
3.2 Organisations typically neglect
Alistair Leathwood (FreshMinds’ Managing to incorporate characteristics and
Director), says that “confident people tend behaviours for innovative working into
to innovate”. This concurs with research recruitment and selection criteria
evidence showing self-efficacy to be positively
associated with innovative behaviours.15,16 Given that innovation has become a greater
(See also the work on young people and priority for an organisation’s agenda in the
characteristics by Chell and Athayde17). This current climate (over 70 per cent of survey
was confirmed again in our survey, where respondents confirmed this), businesses
three in ten respondents listed self-belief/ must attract a healthy supply of talented
confidence among the top three employee individuals who are then given opportunities
characteristics that contribute to innovative (and the support) to innovate. Derek Smith,
working in their organisation. The word UBS Poland Service Centre Chief Executive,
‘courage’ was used regularly in our interviews explains that some time ago, opening a branch
15. Axtell, C.M., Holman, as a key characteristic particularly for those in Krakow was a tactical one: it made the job
D.J., Unsworth, K.L.,
Wall, T.D. and Waterson, leading innovation. of attracting talented people considerably easy.
P.E. (2000) Shopfloor “Poland has a plethora of young, enthusiastic,
Innovation: Facilitating
the Suggestion and The research literature consistently shows talented graduates…people are the sources
Implementation of Ideas. intelligence is a necessary but not sufficient of new ideas; some people have lots of ideas”.
‘Journal of Occupational and
Organisational Psychology.’ condition for innovative working.18 The Accessing and attracting talented individuals
73, pp.265-285. evidence from our survey and interviews also as a key to an organisation’s propensity to
16. Parker, S.K., Williams,
H.M. and Turner, N. (2006) supports this. Two aspects of cognitive ability, innovate was a recurrent theme from our
Modeling the Antecedents problem solving and strategic thinking, were interviews. “Paradoxically, in today’s poor
of Proactive Behavior at
Work. ‘Journal of Applied endorsed by 50 per cent and 35 per cent of our employment climate, there is no lack of
Psychology.’ 91, pp.636-
652.
17. Chell, E., and Athayde, R.
(2009) ‘The identification
and measurement of
innovative characteristics
of young people.’ NESTA
Research Report. London:
NESTA.
Table 1: Employee characteristics and behaviours that contribute towards innovative
18. Feist, G.J. and Barron, F.X. working
(2003) Predicting creativity
from early to late adulthood:
Percentage of whole sample endorsing the following
Intellect, potential, and
personality. ‘Journal of characteristics/behaviours as important for innovative working
Research in Personality.’ 37,
pp.62–88.
Openness to ideas 59
Problem solving 50
Motivation/personal initiative 43
Strategic thinking 35
Self-belief/confidence 29
Emotional intelligence 13
Tolerance of ambiguity 8
Base: N=841, 9 respondents did not answer this section of the survey
18
talented individuals looking for a job, and Although the research literature has clearly
organisations are now able to pick the most identified the characteristics and skills of
promising ones”, (John Grieves, Head of innovative people,19 our studies here show
Innovation Advisory Services, Ernst & Young that by marked contrast, only a minority of
consulting). organisations are acting on this evidence
regarding HR policy. For example, recruitment
An organisation’s ability to innovate is highly practices that recognise the characteristics and
dependent on the quality of its employees. This behaviours to support innovative working are
message was confirmed in our interviews and present in just 29 per cent of organisations
again in our survey results where ‘investment in surveyed. There are exceptions, however, as
talent for innovation’ was identified as one of illustrated in our interviewees. For example,
the top three catalysts for innovative working. at Breakthrough, a UK-based breast cancer
“One of P&G’s unique strengths is its pool of charity, innovation is amongst the employee
skilled labour. We recruit the best and most behaviours assessed both at selection and as
ambitious people from university. The company part of quarterly and annual appraisals. The
is able to maximise the talents and knowledge value of identifying innovative working in the
of those recruited by implementing a ‘promote- performance management criteria is recognised
from-within’ structure”. (Mike Addison, Procter by many of our survey respondents: 23 per
& Gamble). cent identified it as one of the top three most
effective organisational policies to facilitate
innovative working.
Amey is one of the country’s leading to take innovation and process it in practical
public services providers, managing the terms – not just blue sky thinking.”
UK infrastructure and business services
(motorway, Tube, local school, council In looking for the appropriate behaviours to
services) with 11,000 employees. Amey has support innovation, Amey’s approach has
a formalised innovation agenda through its been to look at talent they have already
Business Improvement Team (BIT) utilising and focus on what can be incorporated into
techniques such as Six Sigma. Employees the graduate selection and development
can learn core skills in improvement within programme. An integral part of the ‘talent
BIT. Members of this team are ‘parachuted’ pipeline’ is ensuring that behaviours
into different projects on a needs basis. and values that support innovation are
Innovation forums and champions within embedded in the system of selection and
each contract group of people also support development of graduates in the company.
this innovation activity. Currently the Graduate Programmes take in
125 per year in areas such as engineering.
Scott Hobbs, Head of Talent at Amey, However, as he points out “many people
was approached by BIT to support have a reaction to the word innovation,
the human resources and behavioural either thinking it’s not what they do or
side of innovation. He says of Amey’s it is done elsewhere in the company”.
approach that “although we want the Assessment centres for graduates use
blue sky thinkers, we can’t sustain this exercises that test elements of innovative
and what we really need is everyday and creative thinking as well as the
innovation”. Facilitating this has been part implementation of new ideas (e.g. ways of
of his responsibility for talent across the marketing particular product).
organisation. “We are seeking people able
19
Key findings:
• Attracting and investing in innovative employees was also noted as important with
‘investment in talent for innovation’ ranked as one of the top catalysts for innovative
working.
Implications:
• Organisations can do more in their HR practices to actively identify and develop employee
attributes and potential for innovative working.
20
Part 4: Organisational factors influencing innovative
working
4.1 Innovation must be entrenched in “Culture and history are the main catalysts. The
organisational values view that innovation is the right way forward
for the business occurs from the top down and
Researchers have identified several consistent it has been engrained in the company since its
characteristics of work environments that formation, over 170 years ago. It is absolutely
influence innovative working.20 As described true that innovation is the lifeblood of the
in our literature review, research shows that a organisation” (Mike Addison, Open Innovator,
supportive and stimulating work environment Procter & Gamble). “P&G now also augments 20. Csikszentmihalyi, M. (1999)
Implications of a systems
enhances idea generation and innovation.21 its internal innovation by constantly striving to perspective for the study
Various resources contribute to this aspect create and nurture an organisational culture of creativity. In Sternberg,
R.J. (Ed.) ‘Handbook
including: supportive management practices that is always looking externally for solutions of Creativity.’ New York:
and leadership, constructive evaluation and and is proudly championing the adoption of Cambridge University Press.
pp.313-335.
feedback, supportive and stimulating co- ideas found elsewhere. We believe that the 21. Patterson, F. et al. (2009).
workers (see Figure 2). Previous research has customer is the boss, and we constantly strive Op. cit.
identified the critical importance of developing to make products more relevant – using the 22. West, M.A. and Richter,
A.W. (2008) Climates and
a culture that facilitates innovation.22 An best ideas, regardless of their origin to achieve cultures for innovation and
organisational culture that supports innovative this”. creativity at work. In Zhou,
J. and Shalley, C.E. (Eds)
working encourages risk taking and the ‘Handbook of organizational
exchange of ideas; promotes participation in Different challenges in developing a culture creativity.’ New York: Taylor
& Francis Group. pp.211-
decision-making; has clear goals and rewards to support innovation are observed across 236.
for innovation; and provides psychological sectors and organisations. For example, one
safety in relation to idea generation. The interviewee in local government suggested
evidence shows there to be clear sector that middle to senior managers are the key to
differences. Further, innovation behaviours, thinking creatively and having the confidence
such as challenging current thinking and non- to move forward with new ideas. “The culture is
conformity, in one organisation, may manifest risk adverse in the organisation, the community
differently in another. and the press. Many councils may have a
political dogma with [political] members
Our survey results confirm that organisations in place for many years – their response is
that actively promote and reward innovation often, ‘we’ve been so successful in the past
are most effective at bringing about why change?’ Innovation to them sounds
innovation. For example providing ‘individual risky. Changing culture is about influencing
and team incentives or reward programmes member’s innovativeness as well as the
that encourage innovation’ and having ‘work employees of the council.” (Martin Collett,
time devoted to developing new ideas’ were Head of Organisational Development, Tameside
listed as among the most effective initiatives Metropolitan Borough Council).
for facilitating innovation. Evidence from
our interviewees also reflects the literature In the private sector, Scott Hobbs Head of
findings. In order to flourish, innovation must Talent at Amey, has a similar challenge in
be entrenched as one of the core values of the promoting an innovation culture because of
organisation and the organisational objectives the nature of their business contracts: “Ninety
must be visibly aligned with those values. per cent of our work are long term contracts
21
Figure 2: People-relevant resources for innovation in organisations
Emotion
Emotional Intelligence
– sometimes 25 years but often 5-10 years. However, research confirms that organisations
Promoting or encouraging new ways of doing viewed as innovative usually directly reward
things faster, better, cheaper is often difficult in employee innovation in some way. Almost
this culture as the end point is so far away”. one in three organisations surveyed identified
‘individual incentives or reward programmes
Indeed some interviewees questioned whether that encourage innovation’ as one of the
organisations really do want to be innovative. top three most effective interventions for
Does it fit with how the organisation typically boosting innovation. Importantly, there is a
operates? significant discrepancy between the reported
effectiveness of reward strategies and practices
to promote innovative working, and their
apparent availability in the organisations we
4.2 More organisations need to surveyed (only 30 per cent of respondents
recognise and reward innovative reported making use of reward programmes
working for innovation). A similar pattern of results was
found for team-based incentives to promote
Our survey results show that whilst innovation innovation, which were deemed effective,
is often an important part of a manager’s but available only in a minority of surveyed
job role, only 32 per cent of organisations organisations.
directly link their appraisal system to rewarding
innovation. Similarly, our survey results indicate For a small number of organisations
that it is rare for organisations to clearly relate interviewed, rewards for innovative working
personal development plans to innovation. were financial. For the greater majority,
22
the rewards were more intrinsic, based on predicting employee-level idea generation,
recognition, status, and reputation. In Saint- our survey results suggest that ‘striving for
Gobain British Gypsum, Richard Batley, the a reputation for innovation’ and ‘managerial
HR Director, reports using both approaches: support and practices that enhance innovation’
“The suggestion scheme has been successful, are the working practices endorsed as being
with many ideas being submitted. We’ve also most important.
been careful to reward the top innovators,
both individuals and teams, by giving Bronze,
Silver and Gold awards dependent upon
commercial success – we’ve been generous here 4.3 Flatter organisational structures
with rewards often stretching to thousands of and a tolerance of failure facilitates
pounds to encourage sustained efforts. By prize innovation
giving at events, the recognition for ideas was
very visible – peer recognition is very important In general, the research literature consistently
– the event itself generated an emotional shows that flatter organisational structures
commitment to innovative working as it was facilitate innovation.23,24 This finding was
memorable and exciting”. Some organisations confirmed in this study. Some interviewees
reported providing promotion opportunities to suggest that: “Innovation is easier to achieve
employees or teams that successfully innovate. in smaller organisations which are often less
prone to hierarchical structures. Bureaucratic
In overview, the approaches to rewarding cultures and authoritarian command and
innovative working and behaviours were highly control management styles are much more
varied and reflected the cultural norms of the prevalent in the public administration sector,
organisation. “We don’t financially reward while managers working in smaller companies
innovative working or outputs. The view on are more likely to describe culture as
rewards and innovation is that the company participative” (Alistair Leathwood, Managing 23. Ibid.
24. King, N. and Anderson,
policy should be directed to free people up Director, FreshMinds Consulting, UK). N. (2002) ‘Managing
to take part in innovative activities/practice. innovation and change:
A critical guide for
Reward is not necessary as activities relating The case studies confirm that in order to organizations’. London:
to innovation are part of their job. There is embed innovation, it is especially important to Thompson Learning.
however a best practice forum that provides articulate the goals and vision. “It is important
a mechanism for recognition of ideas” (Scott to provide the right framework, top-down
Hobbs, Head of Talent, Amey). directive, and autonomy within that” (Derek
Smith, CEO at UBS Poland Service Centre).
Through our interviews we found isolated It is also clear that organisations focusing
examples of successful use of performance on longer-term outcomes over short-term
appraisal processes to promote innovative gains are much more likely to successfully
working. At Breakthrough, the breast cancer innovate. Organisations with an innovation
charity organisation, there is a widespread culture “value risk taking as much as success”
recognition that providing employees with (Alistair Leathwood). In order to successfully
the right incentives is important to sustain innovate, organisations must be prepared to
innovation. “To this end, the recognition have “a certain degree of inefficiency”, he
policy is taken very seriously. Employees’ adds. All of our senior stakeholders interviewed
annual appraisals and quarterly performance agree that “room for failure” and “space and
reviews are aligned with innovation, one of the time for individuals to innovate” are essential
organisation’s core values. It really does work”. precursors. This is also confirmed by our survey
(Brett Terry, Head of HR and Organisational results where a quarter of all respondents
Development, Breakthrough). Similarly, the bi- consider ‘tolerance of failure and promotion
annual developmental appraisal at FreshMinds, of risk taking’ to be in the top three catalysts
the award-winning research and recruitment for innovative working. Our interviewees
consultancy based in the UK, includes a often described the need for ‘mechanisms for
measure of drive and risk taking. Alistair protection’ whereby employees are shielded
Leathwood, Managing Director, explains that it from certain repercussions linked to failed
is important to “[include] material that states innovations. Our case studies clearly illustrate
it is safe to take risks and that there is room for that organisations with an innovation culture
failure”. respond to failure and under-performance in a
very specific way, allowing ‘room for not just
In overview, our research shows there is not setbacks but failure’.
necessarily one best way to reward working
practices to promote innovation. In terms of
23
Figure 3: Working practices that facilitate innovation within organisations
0 10 20 30 40 50 60 70 80 90 100
Percentage
4.4 Managerial support and working However, as shown in Table 2, employees from
practices that promote innovation public sector organisations cited significantly
fewer relevant working practices as conducive
Over half of the organisations surveyed to innovation compared to employees from the
reported having organisational goals that private sector. This is an important finding as
are aligned with innovation (see Figure 3). the survey analysis finds that the prevalence
However: “Asking employees to innovate more of specific working practices to promote
is not the right approach as it is too generic innovation serve as significant predictors of
and too disconnected from the real world” innovative working. “Public sector working
(Jurij Paraszczak, Director of IBM Research practices dis-incentivise innovation. Paper
Industry Solutions in New York). The research chasing processes undermine judgements
literature clearly shows that in order to promote where over time the decision making process is
innovative working, organisational goals must weakened” (Su Maddock, Innovation Whitehall
be specific.25 In supporting the goals, the Hub).
three most common working practices cited
by survey respondents to facilitate innovation Results here show that different working
were ‘managerial support’; a ‘we’re in it practices are likely to be used in different
together’ attitude; and ‘a strive to acquire a sectors to achieve different business outcomes,
reputation for innovation’ (see Figure 3). as might be expected. For example, financial
service organisations are more likely to offer
24
Table 2: Working practices cited as significantly more prevalent in the private sector
compared to the public sector
Percentage of Percentage of
employees from the employees from the
private sector citing public sector citing
the following working the following working
practices within their practices within their
organisation organisation
Base: N=841, 9 respondents did not answer this section of the survey (p<.05).
Percentage of whole sample citing the
following as top barriers to innovation
Lack of time 46
Lack of resources 36
Base: N=840, 10 respondents did not answer this section of the survey.
25
Working practices to promote everyday innovation
financial incentives for innovating, whereas in resources was reported as the main barrier to
small, charity or consulting organisations, more innovative working (e.g. ‘perceived excessive
use is made of intrinsic incentives. However, financial constraints’, and ‘lack of time’).
the research evidence from the literature Comparing responses between sectors showed
shows that intrinsic incentives are more likely that employees from the public sector were
to promote sustained innovative working in significantly more likely to list ‘risk aversion
organisations.26 and a fear of failure among leaders’ and ‘too
hierarchical a structure across staff levels’ as
common barriers to innovation; private sector
employees were more likely to cite ‘lack of
4.5 Excessive financial constraints, lack time’.
of time and lack of resources are the top
three reported barriers to innovation Claire Whitaker, Director at Serious, identifies
“attitude to failure, especially true in this
Table 3 presents the barriers to innovation economic climate”, the “pressure to deliver”,
reported by survey respondents. A lack of and “bureaucracy” as the main barriers to
26
innovation. Our results suggest that in the A lack of appropriate and sufficient incentives
public sector the prevalence of a risk-adverse to innovate was reported as a barrier in many
attitude in particular often inhibits civil large organisations, especially in the public
servants from innovating. Our interviewees sector. “Paper chasing in the public sector
reported that national performance measures, undermines judgements and weakens the
budgets, and targets often leave little room for decision-making process. The controversial
innovation in the public sector. “The specificity case of Baby P is an extreme case in point
of outcome measures” for example is identified of what happens when a decision-making
as a barrier to innovation in universities by process becomes weakened over time. Public
Peter Spurgeon, Professor of Health Services servants are often over-concerned about
Management, Warwick University. the consequences of failure: negative media
Headquartered in Zurich and Basel, UBS is also tied in with innovation. The company
one of the world’s leading financial firms, has invested in a quality team responsible
serving an international client base with its for working on innovation processes and
wealth management, investment banking there is one full-time employee whose role
and asset management businesses. In a bid is to foster innovation (in an office with
to expand its business process off-shoring 100 employees). Employees are given the
capacity in Central Europe, UBS decided chance to drive their own development, and
to set up a new service centre in Krakow they are trained in the process improvement
in 2007. UBS Poland Service Centre is methodology Six Sigma. All staff are also
responsible for providing the corporation’s given the opportunity to run several internal
organisational units with services including initiatives, such as the social or sports clubs.
analysis, transaction, data processing, and The company emphasises that team sports
IT. are valued over individuals sports, and
within this framework, employees are given
Derek Smith, Executive Director of UBS the opportunity to run their own social or
Poland Service Centre takes innovation sport club.
very seriously. The concept of the company
is very simple: to embed innovation in Quick win initiatives to enhance innovation
the culture and to attract, build, and are also in place. One example is the
support a pool of excellent and motivated creation of the ‘I Think Programme’
employees for innovation. The main drivers which involved sending all employees an
of innovation within the company are intellectually challenging puzzle every
leadership, the culture of the organisation, Friday for eight weeks. Employees who
and the performance management systems. successfully completed the challenge
received small monetary rewards and prizes.
A wide range of initiatives are in place During the Go Green campaign, employees
to support innovation. “We need the were given the opportunity to come up with
resources, as well as the enthusiasm”, Derek Green ideas that could be applied either in
Smith comments. The firm’s 3-day induction the office or outside the office. Employees
programme emphasises the importance who came up with valid ideas were given
of innovation as a company value and the small prizes.
fact that making mistakes is not a problem
as long as certain rules are respected. Line Derek Smith comments: “In order to
managers attend a half-day workshop which innovate organisations need to allocate
provides them with the specific skills related the right resources. Making the right
to managing innovation. The performance choices when deciding where to allocate
of all employees is actively managed the resources can be especially hard in
through regular meetings with the CEO, difficult financial times, but there is no
opportunities to discuss development needs doubt that now more than ever is the time
and goals, and evaluation of on the job and to innovate”.
off-the-job training. Performance-pay is
27
coverage can lead to risk aversion, even if Results suggest that the concept of an
the content of the media stories is not related ‘innovator’ at the individual level is often
to innovation” (Su Maddock, Director of burdened by negative stereotypes. Su
Innovation, Whitehall Hub). Maddock argues, “the word ‘innovation’ is not
helpful at the level of individual…it suggests
The size of big corporate organisations stereotypes and a ‘done over there syndrome’”.
like P&G can be a barrier to some internal Peter Spurgeon, Professor of Health Services
innovation. “If the amount of money that Management at Warwick University notes the
we can potentially make from an idea is too lack of tools to “spot and support individual
small it won’t be developed in P&G, these innovators in the NHS”. He agrees that the
ideas or projects won’t progress however ‘innovation’ label is not helpful. This view is
we will consider sharing these opportunites shared by several of our interviewees who
with smaller organizations who can make are concerned about the stigma attached to
appropriate returns from them – the other side the term innovator and the lack of shared
of the Open Innovation coin”, commented Mike meaning assigned to it. Consequently, several
Addison, new business developer at P&G. Scott of our case study organisations have made the
Hobbs at Amey suggests “it is often the ability conscious choice to avoid the term innovation
of people to effectively articulate ideas that is as it is can be counter-productive, choosing
a key barrier. Also at an early stage, they are instead to refer to innovation with a variety of
asked to ‘prove an idea’ can deliver benefit terms such as ‘continuous improvement’, ‘fresh
which is often difficult at an early stage.” thinking’, or ‘diverse thinking’.
Key findings:
• A small number of interviewees mentioned the use of financial rewards with the majority
mentioning intrinsic rewards based on recognition, status, and reputation.
• Interviewees said flatter organisations and structures promote innovative working and
are described as less common in larger, public sector organisations.
• Both interviewees and survey respondents highlighted the importance of valuing risk
within organisations with a quarter of survey respondents considering ‘tolerance of failure
and promotion of risk taking’ as a top catalyst for innovation.
• The three most common working practices cited by survey respondents to facilitate
innovation were ‘managerial support’; a ‘we’re in it together’ attitude; and ‘strive to
acquire a reputation for innovation’.
• A lack of resources was reported as the main barrier to innovative working (e.g.
‘perceived excessive financial constraints’, and ‘lack of time’).
28
Implications:
• An organisational culture that supports innovation is tolerant of failure and values risk
taking. These practices were reported as less evident in public sector organisations.
• Many organisations reported that innovative working should be recognised and rewarded.
However, financial rewards are not necessarily the most effective HR policy.
• Innovative working must be supported at all levels with leaders responsible for
encouraging and reinforcing it. This is particularly important in the public sector where
hierarchical structures are more prevalent.
29
Part 5: Managing, leading and promoting innovative
working
5.1 Leaders and managers play a the role for leaders in promoting innovative
key role in nurturing and motivating working and innovation behaviours may
innovative working facilitate changes in management practices in
this area.
Research evidence clearly identifies leaders
and managers as playing a decisive role in Responding to the challenges associated
fostering and nurturing innovative working with the current recession places substantial
27. Tierney, P. (2008) within organisations.27 However “the role and demands on leadership and management skills.
Leadership and employee
creativity. In Zhou, J. influence of leaders may not be as widely A leader’s ability to successfully develop and
and Shalley, C.E. (Eds) understood outside the behavioural and manage a skilled and motivated workforce
‘Handbook of Organizational
Creativity.’ New York: Taylor psychology literature. For example, economists is crucial. The importance of leadership and
& Francis. who are traditionally involved in the area of management skills in this area is recognised
innovation have not necessarily seen the role worldwide. In the UK, government initiatives
leaders can take in relation to behavioural included a £30 million per annum ‘Train to
change, and may find it difficult to see the gain’ programme designed to improve the
tangible and measurable impact of leaders” leadership and management skills of SMEs.
(Su Maddock, Innovation Whitehall Hub). Our Such initiatives raise the profile of management
results imply that a better understanding of skills ensuring UK firms can more easily
JanTraining
Rideout, Innovation Technical Director
and development to promote innovative working
Jan Rideout, Innovation Technical Director, Growth. The Executive were committed
at Saint-Gobain British Gypsum says: to ensuring everyone in the business
“Promoting skills training and development had regular feedback, that excellent
was perhaps the most important thing performance is rewarded and employees
we did to underpin the push to promote were presented with stretching but realistic
innovative working at Saint-Gobain British targets. We made sure we celebrated good
Gypsum. Creating a discipline and rigour work rather than creating a ‘bad news’
in our work from design through testing climate. It was challenging at first, especially
and then product launch. The amount of in communicating what innovation looks
resource we have spent on training and like in terms of behaviours. The Execs were
skills development directly correlates with also keen to see early pay-offs and I had to
our product development outputs. We fight my corner in reinforcing the message
also improved the quality of feedback and that innovation takes time. Our focus was
recognition that our people received through on everyday innovation more than radical,
the appraisal system called Agreement for revolutionary innovation.”
30
Table 4: Catalysts to innovation
Percentage of whole sample citing the
following as top catalysts for innovation
Base: N=836, 14 respondents did not answer this section of the survey.
access knowledge housed in the UK’s leading The role that leaders play was reviewed by our
management schools. interviewees. “Innovation is a top-down process
where leaders must give a clear message about
The role of leadership was a recurrent theme the values of the company” (John Grieves,
in our interviews and it was also prominent Head of Innovation Advisory Services, Ernst &
in the survey results. As seen in Table 4, four Young). “Leaders play a crucial role in fostering
out of ten respondents identified ‘managers’ innovation; they must provide employees with
support and openness to innovation’ and the right mandate, and to provide autonomy
‘leaders modelling behaviours that encourage within a given framework” (Derek Smith, UBS
innovation’ as the top catalysts for innovative Poland Service Centre). “Leaders play a crucial
working in their organisation. role in shaping the culture of an organisation”
(Peter Harrison, Entheo). Leaders are
In terms of management practices, results responsible for setting expectations and for the
indicate that for two out of three organisations implementation of an innovation strategy.
surveyed, the management style is viewed
as ‘participative and collaborative’ and that As shown in Figure 4, survey respondents cited
‘managers provide practical support for new ‘encouraging innovative individuals to focus
ideas and applications’. Similarly, results also on the practical applications of their ideas’
indicate that, ‘unclear leadership strategy and and ‘keeping innovative people motivated’
goals towards innovation’ were identified as as the most challenging aspect of managing
one of the most common barriers to innovative innovative people. Regarding differences
working. Across sectors, respondents from the across organisational sector, employees from
public sector were significantly more likely to the public sector were significantly more likely
list ‘risk aversion and a fear of failure among to list ‘keeping innovative people motivated’
leaders’ and ‘too hierarchical a structure across and ‘helping innovative employees to fit
staff levels’ as common barriers to innovative within their team’. By contrast, employees
working. In private sector employees were more from the private sector were significantly more
significantly likely to cite ‘lack of time’. likely to list ‘finding appropriate tasks for
innovative people’ and employees from the
not for profit sector were more likely to cite
31
Leadership and management styles that promote innovative working
32
Figure 4: Challenges with managing innovative people
3%
9%
Encouraging innovative individuals to focus
on the practical applications of their ideas 31%
9%
Keeping innovative people motivated
Other
31%
Base: N=847, 3 respondents did not answer this section of the survey
35
Keeping innovative people motivated 28
20
2
Other 2
3
0 5 10 15 20 25 30 35 40
Percentage
Base: Public: N=847, non-responses are not included in the calculation of proportions.
33
Different innovations and different leadership styles at Procter & Gamble
which is an inherent part of the innovation to walk the walk” (Peter Harrison, Entheo).
process, and the need to control risk (where “When we said innovation was in the vision
entirely uncontrolled risk is not desirable) is we had some doubts expressed, but we were
a difficult problem to solve. Evidence from persistent and kept on with the message to the
our interviews suggest that leaders and point that people eventually did understand it
managers play a crucial role in determining and support it. We encouraged a tolerance for
and maintaining this difficult balance. Our novelty, raised awareness of our customers’
research suggests that fostering a culture of needs for change, and began using a process of
‘risk tolerance’ is a complex undertaking. This customer insight to drive innovation. Increasing
can require adopting appropriate incentives our awareness and knowledge base was
and successfully communicating messages another key ingredient to promote innovative
to employees that innovation is essential. working. Developing an ongoing conversation
Leaders must believe and demonstrate through with the business has been fundamental in
various means that innovation is a strategic creating a shift towards innovative working”
priority, which needs to be clearly and regularly (Richard Batley, HR Director, Saint-Gobain
articulated effectively to all employees. “In British Gypsum).
order to reinforce the value of innovation, I
repeat the message that innovation is crucial Our survey results provide further evidence
during regular meetings with all the members that leaders and managers play an important
of staff” (Derek Smith, UBS Poland Service role in supporting innovative individuals. Over
Centre). “Actions speak louder than words, if a third of respondents identified leadership
leaders are going to talk the talk; they’ve got and management skills amongst the top three
34
factors conducive to innovation. This finding simply learning how to hear ideas, not pushing
is illustrated by our interview findings: “In our back immediately. Finding a way to react that’s
organisation we see leaders as enablers versus appropriate. It’s not complicated, just good
gatekeepers”. “We don’t have anything like management practices within organisations”.
line managers in our organisation; we have Su Maddock, Head of the Whitehall
people who have an enabling/mentoring role. Innovation Hub agrees that this should be
They provide support for innovative working” the case across government; “the civil service
(Jon Grieves, Ernst & Young). In terms of senior management role is to facilitate the
management styles that support innovative [innovation] process not necessarily have
working, Scott Hobbs from Amey suggests that the ideas… leadership programmes and
the most effective leaders act as facilitators “… development can help this”.
Key findings:
• The role of leadership is crucial in promoting innovation with four out of ten
respondents identifying ‘managers’ support and openness to innovation’ and ‘leaders
modelling behaviours that encourage innovation’ amongst the three top catalysts for
innovative working.
• ‘Unclear leadership strategy and goals towards innovation’ were identified as one of the
most common barriers to innovative working.
• Respondents from the public sector were significantly more likely to list ‘risk aversion
and a fear of failure among leaders’ and ‘too hierarchical a structure across staff
levels’ as common barriers to innovative working.
• Our case examples show that leaders and managers play a crucial role in balancing the
encouragement and control of risk.
Implications:
• Larger, public sector organisations need to ensure managers/leaders are fully supportive
of and trained in facilitating innovative working.
35
Part 6: How to enhance innovative working in employees
and organisations
6.1 How to measure the propensity for innovative potential at the employee level
employee innovation in organisations. The Innovation Potential
Indicator (IPI)31 provides a framework for
A plethora of variables have been clearly understanding individual characteristics that
identified as contributing to innovative working lead to, and those that inhibit the realisation
in organisations, and yet the measures used of, innovative performance in organisations.
to profile employee innovation are often At the group level, the Team Climate Inventory
29. NESTA (2009) ‘The weak and lack validity. In a 2008 McKinsey (TCI)32 is designed to examine the shared
innovation index: measuring
the UK’s investment in survey, most organisations failed to measure perceptions of how things happen within
innovation and its effects.’ the performance of their innovation portfolios a particular team, especially in supporting
London: NESTA.
30. De Jong, J.P.J. and den effectively. The majority still tend to focus innovation. The measure proposes a profile of
Hartog, D.N. (2008) on external measures of innovation, such as how the team identifies problems, generates
Innovative work behaviour:
Measurement and validation. revenue growth, customer satisfaction and and implements solutions. At the organisational
‘EIM Business and Policy the percentage of sales from new products or level, KEYS33 is one example of a survey tool
Research’. Working paper,
pp.3-23. services. Research suggests that organisations which assesses management practices, profiling
31. Patterson, F. (1999) ‘The over-rely on the use of financial measures of the climate for creativity and innovation within
Innovation Potential innovation, at the expense of measures that organisations. Unlike many psychometric tools
Indicator: Test manual
and user’s guide.’ Oxford can capture innovative working and behaviours purporting to measure innovative behaviours
Psychologists Press. within the innovation process. A NESTA project and working practices, these tools have been
Available from OPP or for
research purposes from the on hidden innovation and the production of scientifically validated in the academic research
author. an Innovation Index for the UK is a positive literature. Combining different approaches to
32. Anderson, N. and West,
M.A. (1998) Measuring step forward, with the objective of developing diagnostic metrics is likely to be a considerable
climate for work group metrics that inform corporate policymakers and improvement over the use of uni-dimensional
innovation: Development
and validation of the team businesses across all sectors.29 measures as it enables organisations to capture
climate inventory. ‘Journal of the inputs and outputs of innovation across
Organizational Behavior.’ 19,
pp.235-258. In order to achieve sustained innovation the innovation process at all levels in an
33. Amabile, T. M. (1995) ‘KEYS: performance and to target interventions organisation.
Assessing the climate for appropriately (and prioritise efforts
creativity.’ Greensboro,
NC: Center for Creative accordingly), organisations must access
Leadership. innovation metrics that are more accurate in
measuring innovation across a wide range 6.2 How organisations can transform
of work activities, including the contribution their culture to embrace innovative
of employees. Our research literature review working
presents valid tools for comprehensive
innovation audits, focusing at all levels Changing the culture of an organisation is
including the organisational, team and a slow process. Ultimately, research shows
employee level.30 These tools can help diagnose that leaders are responsible for setting
an organisation’s innovation potential. the values of the organisation and for
successfully embedding innovation in the work
Devising legitimate measures of innovative environment. This is supported in our survey
working is a complex undertaking. findings where four in ten respondents listed
Research shows it is possible to measure ‘leaders modelling behaviours that encourage
36
A measure of characteristics and behaviours for employee innovation
Example
Scale scores Scale scores
Low 20 30 40 50 60 70 80 High
Adaptation Adaptation
Seeks orginality; dares to be Keen to refine available
different; uninhibited by 7-8 10 12 14 16 18 20 22 24 26 28 30 32 34-35 approaches; values
current practice; radical; experience and evidence;
decides on instincts not facts. accepts boundaries of
operation
37
Promoting an innovation culture at Saint-Gobain British Gypsum
innovation’ and ‘manager support and exploitation requires a set of complex individual
openness to innovation’ as the top catalysts and organisational characteristics including;
for innovation. Many of our interviewees also enriched jobs, shared vision and culture, trust,
agree that in order to successfully innovate, discipline, flexible/supportive leaders.
the value of innovation must be clearly
articulated to all employees. Innovation must
be encouraged and supported at all levels
using various bespoke interventions. When it 6.3 Diversity enhances innovative
comes to HR policy deployment for innovative working
working, this presents some key challenges in
how to do it. “In order to successfully innovate, it is
important to bring in a diversity of people.
Research shows that to promote innovative We’re trying to select people with different
working, organisations must be visibly backgrounds, in an effort to drive innovation”
committed to this as an active choice and (Jonathan Potts, Head of Learning and
commit resources accordingly. The evidence Development, UK Border Agency). It is a
suggests that the first step is to analyse view that is shared by Derek Smith, Executive
the current culture, then tailor solutions Director of UBS Poland Service Centre, and
accordingly. In other words, what works in former managing director of UBS Mumbai. “Our
one organisation doesn’t necessarily work in recruitment and selection process champions
another. Research shows that the concept of individuals who have different backgrounds,
organisational ambidexterity, a firm’s ability ethnicity, and interests”, and who, importantly,
to simultaneously pursue exploration and “fit the culture of the organisation”. He
38
A diverse workforce is key to promote innovative working at IBM
With over 380,000 employees worldwide, numbers 350,000 across 170 countries,
IBM is the largest and most profitable IBM is fortunate to have a large diverse
multinational computer technology and IT workforce at hand. Gender, culture, race,
consulting corporation in the world. IBM and geography bring immense variation in
holds more patents than any other US- life experiences, as do employee skill sets.
based technology company. In 2003, IBM IBM Research has approximately 3,200
embarked on an ambitious project to re- engineers and scientists at eight labs in six
write company values. Using its technology, countries. They make up a formidable force
the company hosted Intranet-based online for solving specific problems and coming up
discussions on key business issues with with innovative solutions.
50,000 employees over three days. As a
result, the company values were updated; Jon Bentley, Executive Partner at IBM
they include: “Dedication to every client’s Global Business Services and former
success”, “Innovation that matters – for our partner at PricewaterhouseCoopers,
company and for the world”, “Trust and suggests that “different people may be
personal responsibility in all relationships”. more naturally disposed towards different
types of innovation”, and that risk takers
IBM views diversity as the engine of in particular may be more suited for
innovation, and with a workforce that breakthrough innovations.
argues that the ability to manage different social gatherings. The “value of networking
people can be challenging and it is vital to opportunities and meeting/interacting with
the organisation, hence the importance of a diversity of people is clearly an important
effective and informed leadership. Our survey ingredient for innovative working” (Claire
identified ‘setting up the right team of people Whitaker, Director at Serious, Music Producers).
for innovation efforts’, as one of the top three This view is reflected in our survey results
catalysts for innovation. Our results confirm where one-fifth of all respondents listed the
the value of diversity in promoting innovative ‘development of networking opportunities’ as a
working with nearly one in three survey top catalyst for innovation.
respondents endorsing setting up ‘cross-
functional teams’ amongst the top three most
effective interventions to facilitate innovation.
6.5 Leadership development, cross-
functional working and brainstorming
activities are the most common
6.4 Relationship building is key to initiatives to promote innovative
innovative working working
39
Social networking at Virgin Atlantic
Established in 1984 with one just plane, In a bid to pioneer a range of innovations
Virgin Atlantic Airways is now Britain’s for setting new standards of service Virgin
second largest airline and the third largest Atlantic recently launched V-JAM in
airline to carry across the North Atlantic. November 2008.
Headquartered in Crawley near Gatwick
Airport, south of London, it has offices in V-JAM is a day-long workshop, which
the USA, Caribbean, South Africa, Hong brought together a diverse group of staff,
Kong, Tokyo, Shanghai, Delhi, and Lagos. customers, suppliers, partners, developers,
Virgin Atlantic has enjoyed huge popularity, and social media experts. The idea was to
winning a huge array of awards from around connect people and bring together groups
the world, including Best International with shared interests to share insights and
Airline and Best Scheduled Airline to the brainstorm new ideas for improving the
USA, and most recently, recognition for travel experience. The agenda for the day
its new Upper Class Suite and Heathrow was to explore the future of air travel and
Clubhouse. in particular the role that social media can
play.
The airline industry was significantly
affected by the tragic events of September Lots of good discussions took place on
11 2001, which led to an immediate sustainability, enabling travellers to be more
significant reduction in passenger demand productive in the air, family friendly flights,
and the bankruptcy of a number of airlines. and how to make more of traveller data.
34. Rickards, T. and de Cock, With recent challenges associated with the
C. (2003) Understanding
organizational creativity: recession, it is clear that in order to compete The participants were left with an open
toward a multiparadigmatic and survive in this challenging environment, invitation to send Virgin their proposals and
approach. In Runco, M.A.
(Ed.) ‘Creativity Research it is crucial for airline companies to adapt Virgin Atlantic is planning to take up to six
Handbook.’ Vol. 2. Cresskill, and evolve. projects forward.
NJ: Hampton Press.
of organisations making use of this resource. most common method used today to foster
Nonetheless, when designed appropriately, the idea generation, being cited by 45 per cent
research evidence is encouraging for purpose- of our survey respondents. Perceptions of its
built innovation labs. Indeed, most of the effectiveness are high, with a large proportion
stakeholders interviewed described the need of respondents to the survey identifying it
for an appropriate physical environment and as one of three most effective methods for
facilities that are more conducive to innovative enhancing innovation (see Table 5). However,
working. Kevin Waudby, Head of Innovation the research evidence rarely supports the
at Cancer Research, explains how his company view that brainstorming is a highly effective
is about to address this when they relocate to methodology to promote innovative working.34
a new office next year: “In a bid to innovate As highlighted in our interviews, the success
more the company has decided to invest in the of such methodologies is highly dependent on
concept of ‘water cooler movements’, where the existing culture of the organisation and the
employees relinquish their own desk space, linkages with other organisational initiatives.
allowing them to sit somewhere different
everyday”. Participants in our interviews In overview, our results confirm that innovative
provided many examples of initiatives that working manifests itself through a variety of
work to promote innovative working in their practices and a range of indicators have been
organisation, such as job rotation or job used in the past to measure innovative working
secondments, or the dedication of resources in within organisations. In our survey we asked
the shape of a team or a person whose sole role about the levels of resources allocated to
is to improve innovation within the company. innovation (considered to be an indicator of
the level of effort employed), and measures of
In terms of methodologies for innovative achievements (i.e. extent of idea generation
working, brainstorming is reported as the for new or improved goods, services, processes
40
Table 5: List of available and most effective resources/initiatives
Percentage of whole sample citing the Percentage of whole sample citing the
following resources/initiatives as available following resources/initiatives as most
in their organisation effective for facilitating innovation
Recruitment selection criteria that recognise 29 Team incentives or reward programmes that 24
innovation and creativity encourage innovation
Base: N=850. These responses sum to more than 100 per cent as this was a multiple response question which allowed
respondents to tick three options.
Organisational resources/initiatives Rank order of importance
Job rotation/secondments 5
Brainstorming activities 6
and working practices). Whilst responses are and ‘induction programmes that emphasise
based on self-report rather than actual data, innovation’ were seen as the most successful at
the results suggest that ‘work time devoted predicting employee-level idea generation (see
to developing new ideas’, ‘team incentives’ Table 6).
41
6.6 Bespoke solutions to promote to support organisations with how to promote
innovative working innovative working. The framework is a starting
point to review the management practices and
What initiatives to promote innovative working employee behaviours that support innovative
are likely to produce the best returns? Research working.
shows that return on investment for initiatives
for innovative working vary significantly
by sector and between organisations.
Considerations here include factors external
to the organisation such as type of industry,
competitive positioning of the organisation,
and the business model employed.
42
Key findings:
• Only 8 per cent reported the use of ‘purpose-built innovation and creativity labs’
despite evidence suggesting their worth.
• ‘Brainstorming’ is reported as the most common method used to foster idea generation,
being cited by 45 per cent of our survey respondents and perceptions of its effectiveness
are high.
• Results suggest that ‘work time devoted to developing new ideas’, ‘team incentives’ and
‘induction programmes that emphasise innovation’ are the most successful at predicting
employee level idea generation.
• Initiatives to enhance innovation are more likely to be successful when they fit the
current culture of the organisation and there is a multi-level approach to initiatives for
innovative working.
Implications:
• Using diagnostic metrics for innovative working at the employee, group and
organisational level can be helpful in directing interventions.
• Many organisations should consider devoting more time to developing new ideas as well
as introducing incentives and induction programmes that promote innovation.
43
Part 7: Summary and final reflections
7.1 Summary and final reflections the specifics regarding skills and behaviours
required were severely limited. This current
How does this evidence help corporate report commissioned by NESTA reflects the
policymakers in understanding how to desire to understand more about the specific
introduce, encourage and sustain innovative role of ‘people’ behaviours and innovation in
working in organisations? The research organisations. To summarise, our key findings
literature review and survey report explores are provided below and future areas for
35. Patterson, F. et al. (2009) several implications for working practices but research, policy and practice are suggested.
Op cit.
36. Lucas, B. and Claxton, G. with a particular focus on organisational HR
(2009) ‘Wider Skills for interventions.35 These include:
Learning: What are they,
how can they be cultivated,
how could they be measured • employee attraction Assertion 1. Skills and behaviours that
and why are they important
for innovation?’ NESTA contribute to innovative working in
Research Report. London: • employer reputation and brand organisations can be identified and
NESTA.
37. Department for Innovation,
measured reliably.
Universities and Skills (2008) • organisational culture and climate surveys for
Op. cit. innovation This report provides a detailed analysis of
38. 38 Chell, E. and Athayde, R.
(2009) Op. cit. the skills and behaviours that contribute to
• recruitment strategies innovative working in organisations. Evidence
from the literature review, survey report and
• induction programmes and early socialisation interviews provides a clear indication of the
skills, behaviours and attitudes that predict
• selection and assessment for innovation innovative working and indeed points to
empirically validated psychometrics to assess
• development and skills for innovation these in the workplace.
• social networks and knowledge sharing In a recent NESTA research report, the
identification and measurement of innovative
• work design characteristics of young people was piloted.38
On the surface the innovative characteristics
• motivating innovative employees identified appear similar (creativity, self-
efficacy, energy, risk propensity and leadership)
The need to raise skills levels to support to those established in the workplace with
innovation in the UK is generally an adult population. This will help direct
acknowledged. However, as pointed out by education policy on skills development for
Lucas and Claxton36 these are often “bland the future. There are differences however in
statements about ‘unlocking talent’”, which the behaviours found observing young people
provide little direction for HR policy and within a school context to those observed in
practice. Similarly, they highlight that although the workplace with an adult population.
the Innovation Nation White Paper37 was
one of the few government White Papers to
include a reference to ‘innovative people’
44
Assertion 2. Innovative working is not the implications of young people entering
an activity restricted to a subset of the workplace and the influence on behaviour
people with certain characteristics. and skills development could be important in
the transition between school and innovative
The perception that there is a special group of working in organisations. Using evidence
people who are ‘innovators’ in organisations reported here, government policymakers
is a misinterpretation of the research could more clearly identify the management
evidence in this area. This study confirms standards and practices that promote
the dangers of adopting this approach (and innovative working.
related stereotypes). Labelling employees
as innovators, or not, is precarious for many
reasons. Research evidence clearly shows self
efficacy for innovative working (a belief and
confidence in one’s ability to innovate) is a
major determinant for innovation behaviour.39
If employees believe they are not capable,
or indeed, expected to innovate in their job
role they won’t. Reinforcing messages on the
importance of diversity and inclusiveness for
innovative working will be important for future
government policy and organisational practice.
45
Appendix A: List of organisations consulted in the
interviews
Organisation Sector Position
13. National School of Government Public Sector Director Whitehall Innovation Hub
16. NHS Institute For Innovation Public Sector National Resourcing Manager
17. NHS Institute For Innovation Public Sector Head of Innovation Practice
19. Saint-Gobain British Gypsum Manufacturing & Engineering Innovation & Technical Director
23. Shell Oil & Gas Recruiter for Europe & Asia
26. The Museums, Libraries and Public Sector Senior Policy Adviser – Excellence,
Archives Council Improvement And Innovation
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Appendix B: Creating an innovation culture – a case study
Saint Gobain British Gypsum is a major wall lining, floor, ceiling and encasement
authority in the UK construction industry systems, for the residential, commercial
and the country’s leading manufacturer and and RMI (refurbishment, maintenance and
supplier of gypsum-based plastering and improvement) sectors of the construction
dry lining solutions. With a long history of industry. British Gypsum had not invested in
providing cost-effective and reliable products, innovative working traditionally, but in 2005,
the company is a market leader. Using over the company recognised a growing need to
a century of expertise British Gypsum has change.
developed the UK’s leading range of wall,
Paul Howard, Innovation Manager, Saint- product launch. Several senior managers
Gobain British Gypsum: “Safety is well were trained in a one-day workshop to
established within British Gypsum and is run 15-20 minute face-to-face discussions
now firmly embedded within the culture of with employees about innovative working
the business. However this was not always in the company. Through the i-SMAT
the way and this has only occurred through programme we carry out planned and
the application of a number of initiatives. unplanned i-SMAT discussions. By using
One of the most successful initiatives was planned discussions (i-SMAT meetings are
the behavioural safety approach. We planned with employees in advance) we
needed to achieve a similar behavioural can guarantee that senior managers are
shift in the area of innovation behaviours discussing innovative working across all
and it was decided to adapt the familiar levels of the business at a set frequency,
tools utilised within the safety program covering all functions and locations. In the
to achieve the same end result – culture discussion, the senior manager asks the
change for innovation. employee about their involvement in the
new suggestion scheme, and incidences of
“We therefore developed i-SMAT their part in promoting innovative working.
(Innovation-Senior Manager Audit) based As a result of the discussion, the senior
on the intervention we used to shift manager records the outcome anonymously
behavioural change for safety. The main so that we can gauge innovation
thrust of i-SMAT is to stimulate discussions behaviours. Here, data is captured about
between senior managers and employees positive or negative displays of innovative
across the business at all levels on the topic working. Simultaneously we collect valuable
of innovation – from ideation through to data on the status of our innovation culture.
47
“i-SMAT is based around defined key us to promote and measure the innovation
behaviours that research shows are part culture within our business and provides
of established innovative organisational guidance on the priorities for innovation
cultures. The i-SMAT discussions establish a development”.
measure of our ‘compliance’ with this set of
behaviours. This data can then be stratified Richard Batley, UK HR Director says: “The
by function, level etc, and over time allows approach appealed to the rational side – an
us to identify areas of best practice. It also approach that was essentially ‘data-driven’
indicates where we think specific actions fits with the current culture and this sector.
and interventions are required. The data The approach works because it’s people-
allow us to measure the effectiveness of our centred and senior managers reinforce the
interventions by collecting data before and messages around innovation and the vision.
after, e.g. project leadership training. There It also acts to review current processes
was some scepticism at first, but because so feedback is timely. Every quarter, the
we shaped the method to fit our current steering group meets to review the data and
culture, i-SMAT has been a real success. decide strategy on next steps”.
There’s still lots to learn but it has allowed
48
Key success factors for promoting innovative working in Saint-Gobain British
Gypsum
The company has evaluated the success • Reminder for employees about the
of the various initiatives over a number company suggestion scheme.
of years. The key success factors for the
company in promoting innovative working • Reviews that are explicitly linked to the
are set out below. I-SMAT provides: company vision and other company
initiatives such as project leadership
• Ongoing, visible dialogue about training.
innovative working from the senior
management team. • A method that is relatively easy to
implement built from previous successful
• A mechanism to increase motivation and interventions, and is cost efficient.
commitment towards innovative working.
• Data to evaluate changes.
• Direct feedback based on observable
behaviours and facts regarding innovative • A signal about what senior managers pay
working. attention to.
49
Appendix C: A diagnostic framework for innovative
working in organisations
Resources Diagnostic review Possible barriers to be encountered Actions
Organisational •• How is innovation defined in this •• Employees may not have a shared •• Clearly define innovation by providing
strategy aligned organisation? Is it clearly defined and meaning of innovation concrete examples and relating it to
with innovative articulated? outcomes
working •• Innovation in this specific sector/
•• What type of innovation does organisation may have a negative •• Consider terminology and language
the organisation pursue (product, connotation regarding innovation
services, process)?
•• There may be a mismatch between •• Adjust the focus on organisational
•• Does the organisation have a realistic the emphasis on specific resources for resources for innovation according to
strategic plan for innovation? Are the innovation and the type of innovation the type of innovation pursued
objectives clear? pursued (e.g. incremental vs radical)
•• Develop a strategic plan which
•• What is the focus of the organisation •• The organisation may not have any focuses on attainable innovation
in terms of goals for innovation? strategic plan performance objectives
•• What is the annual budget in •• Too much emphasis may be placed on •• Align the strategic goals of the
absolute terms and as a percentage short-term goals organisation to prioritise innovative
of revenue that is dedicated to the working. Emphasise long-term goals
pursuit of innovation? •• Resources may be insufficient for rather than short-term targets
enhancing innovative working
effectively •• Explore funding sources for making
the necessary investments
Organisational •• Do the leadership and employees •• The leadership may not have a clear •• Develop a clear set of values based
culture/climate regard innovation as one of its core sense of the organisation’s core on wide internal and external
aligned with values? Is the value clearly defined values. Are they clearly articulated? consultation. Ensure that there is
innovative and articulated? ownership at all levels
working •• Even if innovation is mentioned
•• Is innovation a clear value that is as a core value it may have little •• Emphasise the value of innovation in
shared by senior managers, managers impact unless it has support and HR policies and operations
and employees? commitment from leadership and
employees •• Revise the core values, re-iterate the
•• Have the organisation core values value of innovation
and norms evolved in recent years? •• The organisation core values may be
Do they promote innovative working? anchored in the past •• Consider the history of the
organisation when attempting to
•• What characterises the organisational •• Response to crises in the past may enhance innovation. Learn from past
response to crises in recent years? have been conservative and therefore mistakes and the current culture
risk taking is discouraged
•• What is the organisation’s attitude •• Reinforce the message that failure
to risk? •• The consequences of taking risks is tolerated when attempting to
and failure may be too much for the innovate
organisation to accept
50
Resources Diagnostic review Possible barriers to be encountered Actions
Employees •• Are employee skills, characteristics •• Selection and development activities •• Revise the selection process to
and behaviours for innovative may not be appropriately focused on emphasise importance of behaviours
working identifiable? the characteristics and behaviours and skills for innovative working
required for innovative working
•• Are employee skills congruent with •• Address skills deficiencies through
innovation goals? •• The organisation may have not training of existing staff and/or
invested sufficient resources in recruitment of qualified new staff
•• Do employees have innovation as a employees/teams/functions to
key performance goal? promote innovative working •• Review HR policy to include
employees whose job is to enhance
•• Do the selection and development •• The organisation may not have a innovation
policies support the skills and reputation for being innovative
behaviours for innovative working? •• Create a dedicated person/team/
function for innovation
•• What is the reputation of the
organisation (regarding innovation)? •• Improve the perception of the
organisation as one that values
innovative working. Consider the
use of employee surveys and follow
up with actions to address employer
branding
Leadership and •• Are the attitudes and actions of •• ‘Silo mentality’ where there is an •• Enable managers to facilitate
management leaders and managers congruent with unwillingness to share information employees attitudes towards valuing
the pursuit of innovation? innovation
•• Managers and leaders may be
•• Are the skills required for leading unwilling to take necessary risks and •• Reinforce importance of feedback
and managing innovative working allow room for failure through employee surveys and
identified? regular employee consultations
•• Managers and leaders may fail to
•• What are the selection criteria for encourage diversity at all levels of the •• Consider revising selection criteria
senior staff? organisation for managers and staff to include
characteristics and skills that are
•• Are managers trained in supporting •• Managers and leaders may be too important for supporting innovative
innovative employees? focused on short-term results at the people in organisations (e.g.
expense of long-term goals openness to ideas, communication
•• What is the percentage of leaders’
time spent on innovation rather than •• Managers and leaders may fail to skills, original problem solving)
day-to-day operations? address de-motivated employees •• Revise manager development to
•• Managers may not have the include specific training for managing
necessary skills to support innovative innovative employees. Help managers
people and innovative working encourage innovative individuals to
focus on the practical application of
•• Leaders may have not enough time their ideas
dedicated to innovative working
•• Review the percentage of leaders’
time dedicated to innovation
Organisational •• Does the organisational structure •• The organisational structure may be •• Promote a flat organisational
structure & work promote innovation? too hierarchical structure, allowing frequent
design interaction between managers/
•• Are employees able to work across •• Leaders and managers may not be leaders and staff
cross different functions? accessible to employees
•• Create multi-skilled employees
•• Is there a mismatch between •• Employees may be trained to handle through systematic job rotations
workload distribution and availability only narrow tasks, resulting in
of resources? decreased opportunities to share •• Regularly review employees’
knowledge workload. Ensure that employees
•• How much freedom do employees have enough time to innovate
have in structuring their tasks and •• Excessive workload may negatively
roles? impact on an individual’s ability to •• Allow employees autonomy in
innovate conducting their job role
•• Is the physical work environment
conducive to innovation? •• The job description and job role may •• Improve the work environment
be too prescriptive and not include by maximising opportunities for
innovation interaction and networking. Consider
the use of purpose built innovation
•• A work environment characterised by labs
lack of adequate space and absence
of basic amenities may reduce
opportunities for networking and
reduce innovation potential
51
Resources Diagnostic review Possible barriers to be encountered Actions
Performance •• Are the performance goals aligned •• Performance objectives may not •• Are performance goals aligned with
management and with innovation? Are they congruent be clearly aligned with innovation. innovation? Are these congruent
work practices with the external environment, They may be inconsistent with the with the external environment,
history, and available resources of the incentives and reward programme. history, and available resources of the
organisation? They may place too much emphasis organisation?
on short-term goals and results
•• Does the organisation use •• Does the organisation use
performance indicators that measure •• Too much bureaucracy can be a performance indicators that measure
innovation potential? significant barrier to innovation innovation potential?
•• Does the organisation set innovation •• Developmental appraisal may not •• Allow performance goals to be
goals and targets? What is the include a measure of innovation aligned with innovation attempts
process for achieving targets?
•• Innovation efforts may not be •• Define performance objectives taking
•• Is developmental appraisal aligned rewarded and recognised into account the external and internal
with innovation? constraints as well as the culture of
•• There may be a lack of initiatives the organisation
•• Is there a system of rewards for specifically aimed at enhancing
innovation? innovation •• Align reward and development
mechanisms with performance
•• What specific initiatives are in place •• Innovation may be measured objectives
to foster innovation? according to traditional outcome
metrics which do not fit the •• Streamline bureaucracy
•• What is the percentage of innovation goals of the organisation
employees/managers/leaders who •• Include innovation attempts in your
have received training in innovative annual developmental appraisal
working?
•• Ensure that innovation efforts are
•• How is innovation evaluated? recognised or rewarded accordingly
Team work and •• Are employees able to collaborate •• The organisation may tend to hire •• Ensure that employees have
networking across units, businesses, and the same type of people, reducing opportunities to work in diverse
subsidiaries? diversity groups
•• Do projects involve team members •• There may not be enough •• Consider hiring for diversity and
from different backgrounds and opportunities for networking both creating diverse teams for innovation
interests? inside and outside the organisation,
at all staff levels •• Ensure employees are given regular
•• Does the organisation recognise the opportunities to network both inside
value of networking? •• Employees may be recruited for and outside the organisation
specific tasks
•• Can employees be transferred to
other tasks or geographical locations?
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