Developing an Internal Culture that Promotes Open Innovation
I attended the European Open Innovation and a presentation given by John Bell, Philips and Brigitte Laurent, Solvay focused on how you can develop an internal culture that promotes open innovation.
I think this is a big challenge and it prompted me to ponder on a couple of questions. I am sharing a few of my views as discussion starters, but it would be great hearing your take on these questions.
How long time does it take to change or improve an innovation culture?
Of course, this depends on the starting point (type and size of organization and current state of culture), but in general I think you need to count this in years rather than months.
A corporate culture is almost carved in stone during the early years of the company and it takes disruptive events to change it significantly. Thus, it is quite dangerous to be inspired by things like Google’s 20% in which employees can work on their own projects for 20% of the time. This worked at Google in the early years (not even sure it works anymore at Google), but it will be very difficult to implement this concept in a culture that is not used to this. The mindset and processes needed to support this are simply not in place.
Is there a single tool or approach that really makes a difference?
I believe you need a combination of tools and approaches to make this happen, but some matters more than others. We often hear that nothing happens without executive support, but are there other elements that can make a real difference?
Getting back to Birgitte and John’s presentation, I liked this slide on open innovation enablers and obstacles.
At the end of the presentation, they shared these takeaways on developing the internal culture:
• Learning through experimenting by looking for solutions and connect to the right parties
• Promoting collaborations by embracing all types of collaboration internally and externally and collaborate more effectively to up alliances and partnerships
• Managing risks by ensuring a trade off between risks and control
• Open innovation is a means, not an end in itself, and it will not go away anymore
• Stimulating an open innovation culture makes no sense unless…strategy, organisation, process, leadership and culture on open innovation are aligned
• Culture is not by nature open to open innovation, but should be to benefit from open innovation
• Changing the open innovation culture = aspiration x transpiration x perseverance
You might also be interested in these two articles: P&G’s Innovation Culture and Thoughts on Google’s 20% Time
Developing a corporate culture is a big, but also interesting challenge. What can you add on this?
Stefan,
Very interesting topic and post…
My build is that the issue is not a lack of will from senior executives, nor a lack of market need or a lack of intelligent people. Nor even an understanding that the organisation may have to take risks.
Its a lack of genuine PERSONAL collaboration SKILLS. These are distinct from commercial, technical or academic skills – and most of us are educated and cultured to be single minded, ego focused, task orientated – and to move at speed. These are not the characteristics that enable open conversation, discussion, empathy, a chance to reflect – and co-creation. Even the rise of agile and lean dictate a speed of process and delivery over a period of thinking and discussion..
As John Abele said in HBR last year, 'otherwise smart people poison the potential of collaborations'. The ability to create and innovate is as much about personal ability of individuals to interact – as it is about grand strategic plans and bold statements.
For this reason, we've started to develop our CollaborativeEdge Programme – to encourage the soft skills that are often so lacking and yet are often so critical. (see http://www.benchstone.co.uk/What-we-do/The-Collab… ) We focus on awarenes, conversation and understanding that 'the networks and relationships you have are the only career advantage you have'. Its individuals who have networks – and its as much part of the skill of a successful entrepreneur or intrapreneur as coding, salesmanship, analysis and project management.
Recent Forrester Research highlighted that over 80% of CEO's say they do not have the right culture to encourage innovation. This is about people, at all levels and across the silos, not just the senior execs in boardrooms and conferences. The best laid innovation plans and smart software to encourage sharing of data and plans all means nothing – unless the individuals involved have the character to collaborate and are inspired to work cohesively, rather than strive for personal glory.
Best,
Andrew Armour http://www.benchstone.co.uk http://www.andrewarmour.com
Andrew,
In the current fashion of setting individual objectives and playing one person off against the rest in the team, such that the "top" 15% get the bonus and the "bottom" 15% the boot does nothing to encourage collaboration, team work, and instead encourages snatching others glory and backstabbing.
The sooner we work to collective goals (our guys vs. the competition; or us AU companies vs. the rest of the world) the more likely we are to work together and help each other by contribution to THEIR innovation. We need to give to be able to receive.
Creative regards, Ian.
Stefan,
Is there a single tool or approach that really makes a difference in promoting open innovation?
I do not believe anything can make a real difference without the leader's support, whether it be open innovation, stakeholder engagement or anything else. Stakeholders are smart. they know how the leader rewards and punishes people. if the leader has not set up systems and values which supports and encourages creativity, collaboration, team work, and risk taking, no tools, techniques or other approaches are going to make a difference. people know they are not authentic as it relates to the leader's values and will default to the self preservation mode every time. wish I could be more encouraging and helpful here.
Jim
Hi Jim, as you imply in your comment there is no single tool or difference that really makes a difference with regards to open innovation with the exception of strong executive commitment, but this goes in many cases. I like how you imply that much of the real work happens behind the scenes rather than on the front end (crowd sourcing, idea generation platforms). Stefan