GETTING STARTED… BUILDING A CORPORATE CULTURE OF INNOVATION. By Assoc Prof. Dr. Amran Rasli. DISCUSSION. Corporate culture Culture of innovation. THE CURRENT SITUATION.
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GETTING STARTED…BUILDING A CORPORATE CULTURE OF INNOVATION
Assoc Prof. Dr. Amran Rasli
For businesses today, there are two roads to profitability. One is a short-term fix—reducing operating costs. The other road, the one less traveled, is a more sustainable option—creating profitable new business growth.
Organizational corporate culture is a major factor which affects of speed and frequency of innovation
What are the key dimensions you need for a culture of innovation?
+5 = we have outstanding positive skills, systems and experiences on this dimension; supporting innovation
0 = our skills systems and experiences on this dimension have no real impact; neither hamper or support innovation
-5 = we have outstanding negative skills, systems or recent experiences on this dimension; hampering innovation
= Factors that lead
to a high rating on this dimension, promote innovation
= Factors that detract from this dimension, hamper innovation
Individuals are supported, encouraged and rewarded for testing out new ideas.
Project team willing to test new and creative processes or systems to improve flow, real risks and potential benefits have been evaluated.
The organisation fears failure from testing new ideas and doesn’t support or encourage new ideas
Organisation feels safe with the current systems and will not discuss or consider changes.
Staff have been given the protected time, authority and autonomy to test new ideas, and information and money when needed.
Time and authority is allocated to a project coordinator with funding to backfill a position.
All resources are tied up in the current service delivery. Innovation is not a priority so no resources can be allocated to enable staff to work on testing change.
Staff not supported to take on projects, no allocated time outside their workload.
Information is gathered from a wide range of sources, is made available for staff and is circulated for comments and ideas
Unit is considering adopting strategies based on feedback from staff and experiences of other organisations.
Information is filtered by leaders and decisions are made before staff have an opportunity to comment
Leaders will decide on change and impose this on staff without discussion, no access given to email discussion or forums.
Leaders make clear that innovation is considered highly desirable.
There are clear links with operational and strategic plans.
Creative ideas are actively sought; they are the only way that some of the targets will be met.
Targets are set without encouragement for new thinking, and only stipulate how the targets must be met, focus is on numbers.
Only numbers are important.
‘Hit the target, miss the point’.
Supportive process for innovation, investment in building capability. Staff are supported to select own tools and techniques.
Staff are given the opportunity to choose methods and tools to improve capability to do innovative work alongside innovative champions.
No awareness of tools and techniques to support creative thinking, and there is no method or approach for innovation.
There is no capability building workshops or support for staff to champion innovative approaches.
Meaningful reward and recognition, even if ideas not successful.
Meaningful reward can be protected time to undertake innovative work with greater influence to put forward and communicate creative ideas across the organisation.
Staff working toward improvement are isolated and discouraged from testing new approaches. Mechanisms are in place to try and maintain the status quo.
Organisation does not seek to change, no reward for suggested improvement.
High level of honesty, respect and open communication.
Many highly motivated teams with a good mix of skills and styles.
Teams supported with ongoing ‘team’ development.
Good networks of intrinsically motivated people working together for a common aim.
Organisation does not support team work nor the development of networks. High Level of distrust and, lack of respect and honesty.
No team work when attempting to solve issue, surrounding access are block, ideas from staff or other organisations are not considered.
People feel controlled. No developmental leadership style.
Leadership is shared, multi-level, visionary and responsive.
Team members can alternate in the role of leader as their ideas are tested, the leaders respond to what is occurring around them and make changes as required.
Leaders will not assign responsibility to other staff and maintain the role delineation, they fear loss of control if they give leadership to others, staff feel controlled.
Leaders will not allow ideas to be followed through by ideas team/person.
After reading these next two sections on organizational change, you should be able to:
1. discuss why change occurs and why it matters
2. Discuss the different methods that managers can use to better manage change as it occurs
Change the Work Setting or Change the People? Do Both!
Changing the work setting
Changing the People
Changing Individual Behaviour and Organizational Performance