Innovation culture –
Develop the breeding ground for innovation.
According to several studies, a company needs to follow up on employees and procedures if they aim to support a culture of innovation. Whenever employees don`t want innovations or are incapable of developing these, the realisation becomes difficult. As cultures don`t change from one day to the next, a long breath, sustainable work and a professional process are indispensable. Especially, as the innovation culture is a prerequisite for sustainable innovative success.
A worldwide employee survey came to the conclusion that 44% of the innovative success derives from the innovation culture, which is why it is often called the hidden asset. However, as culture cannot be changed within a quarter of the year, a lot of companies shun those investments with a view to quarterly results. This is a pity because those that work with employees in a sustainable way, are often rewarded in multiple ways.
In a survey of 274 industry top executives in the German-speaking area, the relevance of the innovation culture was confirmed. Answering the question which strategic thrust would be needed to increase the innovative power, 78% stated an efficient innovative culture, followed by employee development (69%) and efficient innovation processes and structures (56%).
Guiding principles, co-operation, culture programme
The innovative culture is characterized by convictions, values, habits and rituals which manifested themselves in the company through the years. The innovative culture defines in how far employees are willing and have the capability to follow new paths and develop innovative services. Besides the agile co-operation in small teams, two other aspects are central for culture projects:
Foster culture-promoting aspects
Example: common targets, agile and free way of working, employee recognizes his/her contribution to the overarching goal, strong rituals, sustainable values, common beliefs, open mindset, open communication, exchange of information, passion for experimenting, design options
Reduce culture-harming aspects
Example: two companies in one (e.g. “the new” and “the old” or post-merger), strong control gestures, closed doors, withholding of information to gain power, strong sanctioning of mistakes, political trench war e.g. between departments, administration mentality
The innovation consultancy KEY VALUES supports the management as well as personnel and special departments with the evaluation, development and implementation of culture programmes:
Innovation Culture Check (ICC)
Review of the culture`s status quo and stocktaking
Development of guiding principles as basis for culture programmes
Agile and open work culture
Designing of individual culture programmes for the development of an innovative culture