Developing innovation culture,
creating the basis for growth.
Studies show that those who want to promote innovation culture must address executives, employees and procedures. Whenever employees are not in favour of innovation or incapable of developing them, realisation becomes difficult. According to global employee surveys 44% of innovation success is attributed to innovation culture. It is called the HIDDEN ASSET. However, since culture can hardly be changed within a quarter of the year companies with short-term orientation shy away from this investment.
A survey with 274 top executives of the German-speaking industry confirmed the relevance of innovation culture. In response to the question which direction of impact should be followed to increase the innovative power the number one position with 78% was a powerful innovation culture, followed by employee development (69%) and efficient innovation processes/ structures (56%).
A corporate culture is shaped by conviction, values, behaviour and rituals that manifested in a company throughout the years. The innovation culture defines to what extent employees are willing and able to break new ground and develop innovative services.
Development of guiding principles
In order to remain fit for the future and to “take along“ all your employees in change processes you need a clear vision, mission and guiding principles that departments and employees can not only identify themselves with but that also represent a benchmark. Guiding principles manifest a common goal that is collaboratively pursued by all and in sum represents an authentic company story.
Corporate Culture Audit
KEY VALUES developed the Corporate Culture Audit (CCA), a method for measuring and developing the corporate culture. In a first assessment of the situation existing structures, values, norms, standards, behaviour, rituals and more are analysed. Following a defined system cross-hierarchical stakeholder interviews are conducted. In workshops with the management and employees a target culture is developed based on the status quo, decided on and successively implemented through packages of measures (Culture Map). Standardisation allows for new results to be obtained at intervals, so progress is visible in individual dimensions compared to previous audits.
Corporate Culture Programmes
Here culture-promoting aspects are reinforced, and culture-damaging ones reduced. In a cross-company programme – if applicable based on the Corporate Culture Audit – targeted changes are developed and implemented with the help of a culture programme. The programme will be collaboratively developed by the management and employees. Examples: Joint goals, MBOs, an agile and free way of working, employees recognise their contribution to the overarching goal, strong rituals, sustainable values, a joint belief system, an open mindset, open communication and exchange of information, eagerness to experiment, creative options. Simultaneously obstructive aspects such as strong controlling behaviour, closed doors, withholding of information, concentration of/on power <- abhängig von der angestrebten Bedeutung, strong sanctioning of mistakes, silo mentality and political trench wars are reduced.
Example: Corporate Culture Assessment
Example: Culture Map
In this context we also offer trainings for the development of innovation culture.