IL Master Class: Tactics & Timelines for Changing Culture

Transcription

1 IL Master Class: Tactics & Timelines for Changing Culture Gary Getz CEO Michel van Hove Partner

2 > About Innovation Leader We ve built the largest community of corporate innovators, strategy execs, and R&D leaders and we work hard to help them achieve real impact in their organizations. We re an unbiased source of research and case studies. A convener of the best events on corporate innovation. And we work hard to help all the members of our community win.

3 Tactics and Timelines for Changing Culture" 1 What we see 2 What you experience in your organization 3 Lessons learned from our experiences We help companies grow

4 HOW WE HAVE LEARNED OVER THE PAST 20 YEARS Populated with Vision Direction Inspiration Strategy Opportunity Ideas Domains Businesses Engaged by Capability Backed up by Culture Tools Skills

5 WHAT IS CULTURE AND HOW DOES IT DRIVE INNOVATION? CULTURE VALUES BELIEFS drives BEHAVIOR ACTION We help companies grow

6 HOW CAN WE CHANGE OUR CULTURE FOR THE BETTER? CULTURE VALUES BELIEFS changes BEHAVIOR ACTION We help companies grow

7 Culture is an output, not an input System and Process CULTURE Ways of Working VALUES BELIEFS changes BEHAVIOR ACTION 7

8 HARD DRIVES THE SOFT Structure & Governance Processes & Tools Measurement & Rewards Strategy & Leadership Communication & Engagement Skills & Knowledge

9 STIMULATING NEW BEHAVIORS AND WAYS OF WORKING, E.G Challenging what is commonly accepted Learning to identify deeper needs of customers Collaborating across organizational boundaries Celebrating smart failure and rapid learning Asking rather than telling

10 Common shortfalls when companies work on improving their innovation culture System TYPICAL and Process the structural elements TYPICAL of innovation SHORTCOMINGS See it as a motivation problem See it as a motivation problem Focus on skill building in a vacuum Focus on skill building in a vacuum Only use isolated interventions Only use isolated interventions Stimulate ideation not realization Stimulate ideation not realization System OUR and APPROACH Process the structural elements of OUR innovation APPROACH Ensure that innovation leadership Ensure skills and that change innovation incentives leadership are in skills and change incentives are in place Link new capabilities to strategy Link and new real capabilities business opportunities to strategy and real Take business a systemic opportunities view link Take different a systemic elements view together link different elements together Address both the supply and Address both the supply and demand demand sides sides of of innovation innovation 10

11 What s your shared sense of purpose? - Vision - Results - Scope 11

12 WHAT INNOVATION BARRIERS DO YOU EXPERIENCE? 12

13 Exercise 1: Your cultural barriers If you had to choose among the following, which would you say is the largest barrier to innovation at your company? q Comfort with the status quo / risk aversion and fear of failure q Lack of inclusiveness and lack of diversity q Strong silos and lack of collaboration q Lack of customer focus q Adherence to legacy processes Or suggest another barrier your company experiences 13

14 Exercise 2: Addressing the cultural barriers Focusing on the top cultural barriers, how have you addressed this barrier? Or - what techniques are you aware of for combatting these barriers? Submit your responses, in a few words, via chat 14

15 System and Process and Ways of Working work together to define and reinforce culture System System and Process and Process the the structural elements of innovation Innovation pipeline Idea submission processes Innovation aiming Resource allocation Innovation governance Metrics And others Ways Ways of Working of Working how how the the system is is tactically implemented Celebration of smart failures Rotational assignments Cross-functional teams Teams of volunteers Communication of the case for change And others 15

16 ASSESS AND PRIORITIZE YOUR BARRIERS; ATTACK THE CRITICAL BARRIERS FIRST. CREATE A STEPWISE PLAN 16

17 LEVERAGE EXISTING INNOVATION ENABLERS; HIJACK EXISTING STRUCTURES AND PROCESSES 17

18 AIM YOUR INNOVATION: DEFINE INNOVATION AND YOUR INNOVATION GOALS 18

19 MODEL THE DESIRED BEHAVIORS AND ENGAGE EMPLOYEES IN THE INNOVATION JOURNEY 19

20 > Your questions? Strategos: Innovation Leader:

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