This means that its implementation has to be carefully structured if it is to succeed and in turn this requires a complete evaluation of the existing organisational culture, a re-setting of values and strategy and the creation of an implementation roadmap.
Not much difference here you might think from any other cultural resetting; but one of the key factors in transforming the culture to one of innovation is in the way in which attitudes and expectations have to be completely transformed alongside the organisational structure. Innovation won’t succeed if you simply tell people to think of ideas or to change their approach.
Innovation culture will only embed in the DNA of the organisation once every aspect of the business is aligned towards the provision of innovative solutions and, alongside the leadership, that requires some considerable work on the part of the HR and training teams. Let’s look at a few examples:
• Team leadership. Whether your team/department structure is tending towards silo operations or not; with innovation requiring collaboration the way has to be opened for employees to work across team boundaries and to draw in expertise not only from within the organisation but also from outside as required. This requires an entirely new approach on the part of team leaders, one for which they will need to be coached to help them develop skills in openness, collaboration, mentoring and empowerment.
• Individual skill sets. When I work as a single cog in a strict hierarchy then all I need to know is my own role. When I am empowered to take ownership of problems, to work in collaboration with others and to look elsewhere for solutions then I need to be more aware of the business as a whole as well as develop new skills in communication, understanding and empathy. This new approach will require the delivery of a blended learning solution which delivers knowledge and skills training as required to create and deliver solutions.
• Failure as a learning point. Accepting innovation doesn’t mean throwing risk awareness out of the window, but it does require a mindset which accepts failure as a learning point rather than a disciplinary matter. This will require the delivery of risk awareness training for employees alongside leadership coaching in project awareness and management in a more open environment.
• Targeting and metrics. There is no point in opening up the pathway towards empowerment, openness and collaboration if HR policies are prescriptive and targeting is results based. The HR team may need to work closely with the leadership to devise new behaviours and performance management metrics which support innovative practices. This may include the implementation of a new pay and reward structure based around innovation behaviours as well as a fresh approach to recruitment.
That adopting an innovation culture can deliver game changing transformational results is now widely accepted not only within the business community but also across governmental and international organisations. Yes the initial transformation may take time as new approaches and behaviours are embedded within the organisation but as long as a carefully structured plan is devised at the outset a series of ‘quick wins’ can keep enthusiasms alive.
What is clear is that doing nothing is not an option. As the Euro-CASE paper said: “what is needed across Europe is a change in the way we perceive businesses. A cultural change that values innovation and entrepreneurial activities would help to unleash much of today's unused potential.”
A qualified executive coach and culture change consultant, Jo Geraghty is a Director of Culture Consultancy. Her expertise is in working with organisations to create game-changing customer experiences via an innovative and future-proof culture which delivers excellence for the business, shareholders, employees and the wider community.
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