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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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discussion
DISCUSSION
  • Corporate culture
  • Culture of innovation
the current situation
THE CURRENT SITUATION

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.

so what is the formula
SO WHAT IS THE FORMULA??
  • Having a holistic view . . . .
  • Develop essential building blocks
  • Innovation maturity
conclusion
Conclusion

Organizational corporate culture is a major factor which affects of speed and frequency of innovation

next issue
NEXT ISSUE
  • What about the culture of innovation?
central truths of innovation
Central truths of innovation
  • Every system is perfectly designed to get the results that it gets
  • If we want different performance, we must change the system
  • To change the system, we must think in fundamentally different ways
dimensions of innovation culture
Dimensions of innovation culture
  • risk taking
  • resources
  • widely shared information
  • specific targets
  • tools and techniques
  • rewards systems
  • team environment
innovation culture tool
Innovation Culture Tool
  • Use this tool to measure where your organisation culture is at in terms of innovation.
  • Use it at a local level or to evaluate the entire organisation.
  • Plan actions to increase the potential for innovation.
tool spider chart
Tool:Spider Chart

Risk

Teams

Resources

Information

Rewards

Tools

Targets

spider chart scale
Spider Chart Scale

+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

dimensions of an innovation culture
Dimensions of an innovation culture

Positive Scores

= Factors that lead

to a high rating on this dimension, promote innovation

Negative Scores

= Factors that detract from this dimension, hamper innovation

risk taking
Positive

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.

Negative

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.

Risk Taking
resources
Positive

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.

Negative

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.

Resources
widely shared information
Positive

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.

Negative

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.

Widely Shared Information
specific targets
Positive

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.

Negative

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’.

Specific Targets
tools and techniques
Positive

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.

Negative

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.

Tools and Techniques
reward systems
Positive

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.

Negative

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.

Reward Systems
team environment
Positive

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.

Negative

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.

Team Environment
leadership
Positive

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.

Negative

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.

Leadership
what does you organisation look like
What does you organisation look like?
  • Examine the different dimensions of an innovation culture
  • Spend 10 minutes and assess where your organisation fits.
  • Document your score on the spider chart to create your own web
where to now
Where to now?
  • Identify the positive dimensions you have found within your organisational culture.
  • Consider what you can go back and start working toward improving?
tips to promoting an improvement culture
Tips to promoting an improvement culture
  • Don’t tolerate blame
  • Put customers first
  • Focus attention on improvement
  • View mistakes as learning opportunities
  • Treat all staff as equals
tips to promoting an improvement culture32
Tips to promoting an improvement culture
  • Create fun and humour
  • Promote honesty, trust and transparency
  • Encourage creativity and dreaming, strive for perfection
  • Promote positive responsibility and accountability
  • Commit to make improvements.
what would you do
What Would You Do?
  • IBM must change
  • Share of personal computer market was once 70 percent is now 7 percent
  • How do you quickly and effectively create change?
  • The strong corporate culture will likely produce resistance to change
  • What would you do?
learning objectives organizational change
Learning Objectives:Organizational Change

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 resistance forces
Change & Resistance Forces

Change forces

  • forces that produce differences in the form, quality, or condition of an organization over time

Resistance forces

  • forces that support the existing state of conditions in organizations
organizational decline the risk of not changing
Organizational Decline: The Risk of Not Changing
  • Blinded stage
  • Inaction stage
  • Faulty action stage
  • Crisis stage
  • Dissolution stage
managing change
Managing Change
  • Managing resistance to change
  • Change tools and techniques
  • Managing conversations to promote change
  • What not to do when leading change
managing resistance to change
Managing Resistanceto Change
  • Lewin’s framework
  • Methods of managing resistance to change
lewin s change process
Lewin’s Change Process
  • Unfreezing
    • getting those affected by the change to believe change is needed
  • Change and intervention
    • getting people to change their behaviours
  • Refreezing
    • supporting and reinforcing the new changes so they “stick”
methods of managing resistance to change
Methods of Managing Resistance to Change
  • Education and communication
  • Participation
  • Negotiation
  • Top management support
  • Coercion
change tools and techniques
Change Tools and Techniques
  • Results-driven change
  • General Electric Workout
  • Transition management team (TMT)
  • Organizational development
  • Change agent
results driven change
Results-Driven Change
  • Create measurable short-term goals
  • Use action steps likely to improve performance
  • Immediate improvements important
  • Consultants and staffers help managers
  • Test action steps to see they lead to improvement
  • Few resources required to get started
general electric workout
General Electric Workout
  • Boss discusses agenda, targets specific problems, then leaves
  • Outside facilitator works with subgroups to discuss solutions
  • “Town meeting” on day three
    • subgroups present solutions
    • boss must decide on the spot
transition management team tmt
Transition Management Team (TMT)
  • Establish context for change
  • Stimulate conversation
  • Provide appropriate resources
  • Coordinate and align projects
  • Ensure congruence of messages and activities
  • Provide opportunities for joint creation
  • Anticipate, identify, and address people problems
  • Prepare the critical mass
organizational development od
Organizational Development (OD)
  • A philosophy and collection of planned change interventions
  • Focuses on organization’s long-term survival
  • Change agent
    • person formally in charge of guiding a change
    • can be an internal or external person
general steps for od interventions
General Steps for OD Interventions
  • Entry
  • Start-up
  • Assessment and feedback
  • Action planning
  • Intervention
  • Evaluation
  • Adoption
  • Separation
different kinds of organizational development interventions
Different Kinds of Organizational Development Interventions
  • Large System
    • Sociotechnical Systems
    • Survey Feedback
  • Small Group
    • Team Building
    • Unit Goal Setting
  • Person-Focused
    • Counselling/Coaching
    • Training
what really works
What Really Works

Change the Work Setting or Change the People? Do Both!

Changing the work setting

Changing the People

Changing Individual Behaviour and Organizational Performance

managing conversations to promote change
Managing Conversations to Promote Change

Organization dialogue

  • process by which people in an organization talk effectively with each other
    • initiative conversations
    • conversations for understanding
    • conversations for performance
    • conversations for closure
errors managers make when leading change
Errors Managers Make when Leading Change

Unfreezing

  • not enough sense of urgency
  • not a powerful enough guiding coalition

Change

  • lacking a vision
  • undercommunicating the vision
  • not removing obstacles to the vision
  • not planning for and creating short-term wins

Refreezing

  • declaring victory too soon
  • not anchoring changes in corporate culture
what really happened
What Really Happened?
  • Changed bonus system
  • Cut workforce from 40,000 to 20,000
  • Focused on participation to reduce resistance
  • Used coercion selectively
  • Improved job of bringing new technologies to market
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