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The rate at which large organisations are being disrupted is increasing so much so that the average company lifespan has dropped from 60 years to just 12 years and more than 50% of the S&P500 faces replacement in the next 10 years at current rates of churn. This is because most incumbent organisations have been built to deliver, not to discover.
Our innovation capability assessments are geared towards understanding the systems, values, processes and resources that are inhibiting and enabling corporate innovation. By quantifying where the organisation sits in terms of innovation maturity, we are able to define a roadmap to foster a truly innovative organisational culture.
General Electric taught 5,000 middle managers the lean startup methodology to spearhead their corporate innovation efforts but quickly learned once managers had returned to their normal posts that their business units were not built to support practicing the lean startup.
Behaviours critical to innovation and the lean startup such as moving quickly, experimentation, embracing small failures as a vehicle to learn and engaging customers from day one were not supported by GE’s processes nor its values.It wasn’t until the organisation moved its culture from command and control to empowerment, from prescription to discovery, from measuring activities to measuring impact and from perfection to iteration that it started to generate a return on its lean startup training investment, ultimately decreasing time to market validation for new ideas by 80%.
As Peter Drucker said, culture eats strategy for breakfast and if your organisation is serious about corporate innovation, it pays to get the culture right first. This extends to the policies, processes and systems in place which culture is usually a manifestation of.
For example, if every idea needs a business case to be considered for funding and that business case asks for predictable and reliable indicators such as return on investment (ROI) and market size, then it is effectively shutting out disruptive ideas for which the market may not exist yet and as such, financial projections can not be reliably made. The market for tablet computers in 2017 is nine times larger than what it was in 2007.
But before you can design a culture that supports corporate innovation, you need to define your baseline. Where are you today? This includes having a clear understanding of the enablers, and perhaps more importantly, the blockers in your organisation.
What are the barriers to innovation? Which policies, processes, systems, people and values are currently standing in the way? What’s your equivalent of GE’s lean startup moment?
By performing an innovation capability assessment, we can help to identify the hurdles in your organisation and design a way to jump over them and develop a culture and environment that truly supports the behaviours required to innovate at pace instead of simply pay lip service to it. We can all throw bean-bags around the room, but not all organisations are serious about addressing their inherent limitations that are stifling corporate innovation efforts.
So how do we go about this?
1) Objectives - Understand the goals and objectives of your organisation (eg. what type of innovation is being targeted)
2) Outside in view - conduct industry research taking into considerations the goals and objectives identified
3) Inside out view - review existing documents and systems (policies, procedures, incentives, hardware and software)
4) Insights gathering - Conduct employee interviews and observations to understand values, attitudes and behaviours
5) Gap Analysis - Identify gaps between current and optimal innovation states.
6) Recommendations - Prepare and present a report outlining findings and key recommendations. Quick wins will be identified by taking into consideration factors such as value, cost, time and difficulty.
7) Implementation – Help to design, coordinate and deliver recommendations in order to build an environment that actively supports behaviours critical to corporate innovation and drive culture change
With offices in Singapore and Melbourne, we can provide this service across all of Asia-Pac.
Collective Campus’ innovation capability assessment has helped organizations to leverage their natural strengths and increase their capacity for both incremental and disruptive innovation. Peter Drucker famously said that you can’t manage what you can’t measure. Understanding the areas where your organization can improve and optimize its innovation capability is key to driving an impactful culture for innovation.
Take the guesswork out of your innovation efforts by identifying quick innovation wins as well as long term plays, for your organization to gain a competitive advantage in your industry.
Assess your innovation capability through our Innovation HealthcheckGet started