Innovation of Business

and the
Business of Innovation™
 
Toolkit - Culture

Culture InnoKit

Quick View: Imagine yourself promoted to VP of Innovation in a company. You go meet your teams and recognize both their remarkable talents and how distinctly different people may be from one function to the next. Your staff all need to be proactive agents of change. Managing the variety will be a huge challenge.

You need an engine of innovation. One that delivers consistent high productivity that contributes to return on investment. One that attracts ongoing support enabling further innovation. An engine that generates its own power from the energy of people and ideas while consistently leading profitable change. No small task.

So what is your first step? Develop an hierarchy to keep your people in line? Not! If you want their full creative capacity, recast your own role as leader rather than manager. Your innovators are natural leaders. Leading is your only viable approach.

To get there, develop a positive culture – the intellectual and emotional environment in which innovation occurs. Build a cohesive, productive team environment which both encourages high performance and attracts top quality people from bench scientists to senior management. That is, create a shared ethos that empowers people, attracts the best talent, and delivers a never-ending stream of profitable new products.

A Short Language of Culture

Definitions that enable cooperation.

Culture: The characteristic and distinguishing attitudes, habits, and convictions of a particular group of people and organizations.

Culture of Innovation: A culture focused on development and introduction of new products and services.

Ethos: The characteristic and distinguishing, attitudes, habits, beliefs, etc. of an individual or group

Viable Driving Factors
Innovated Businesses

Value driven:  Market driven with an explicit focus on increasing the value received and perceived by customers and on increasing the durable value of relationships with customers, allies, and investors. Led by marketing

Brand driven: Pursuit of making and keeping satisfied a specific value promise to a specific market over time.

Market driven:  Pursuit of customer satisfaction at a profit in a complex and competitive marketplace environment.  Led or  heavily influenced by marketing

Needs driven:  Pursuit of satisfaction of needs customers haven’t yet articulated.  Management led by visionaries or marketing

Brand driven: Pursuit of  Led by strategic marketing.

Customer driven:  Pursuit of customer satisfaction.  Wide variety of management leads

Marketing Driven: Pursuit of customer satisfaction. Led by marketing

Standard Driving Factors
Note the Contrast 

Sales driven:  Pursuit of profits.  Led by sales

Revenue driven: Pursuit of return on investment, sales, leverage.

Invention driven: Led by inventors, creators

Ego driven:  Pursuit of personal fame.  Pursuit of profits.  Led by sales

Technology driven:  Pursuit of innovation.  Led by R&D

Product driven:  Pursuit of product development.  Led by manufacturing

Research driven:  Pursuit of customers.  Led by research


Culture InnoKit: Integrated processes for development of a consistent, supportive, energizing business environment.

Value Promise of the InnoKit: Integrated processes for development

Culture: The characteristic and distinguishing attitudes, habits, and convictions of a particular business at a particular time. Ethos.

Values: A complex mix of ethical and ideological choices and beliefs that influence both conscious business decisions and unconscious operational behaviors.

Principles: Explicit basic rules that guide behaviors within a culture.

Core Roles: Behaviors beyond title or function, assumed by an individual, team, or whole business,.

Driving Factors: Fundamental motivations to achieve that characterize ways an organization, team, or individual approaches its markets.

Vision Statement: A phrase, sentence, or short paragraph that captures a shared perception of desired organizational status at some future time

Value Promise:

Powerful, integrated, proactive decisions for
initiating and sustaining a culture of innovation

Objectives:

Character: Clear understanding of the elements of mindset and behavior that collectively define the desired ethos of a specific business (or function of the business such as innovation or marketing).

Pervasive culture: A consistent basis for operating any and all parts of the business. Absence of conflict of ethos in any core aspect while allowing natural differences, as between business functions.

Collective vision: A strong, positive view of the future toward which all parts of the business agree to work.

Benefits:  establishes acceptable and desired behaviors and characteristics that lead to optimum performance of individuals, teams, functions, and the whole business.

Clear, explicit expectations of behaviors at all levels and in all functions of an organization. Absence of confusion or hesitation.

Clear paths to cooperation, collaboration, interaction, and other aspects of teaming.

Specific designed approaches to markets understood and supported by all. More than choices of products and communications, this involves the way products are developed, delivered, and promoted.

Understood higher roles to be played by each individual and by groups of individuals every day, no matter what their titles.

Ethical behavior throughout the organization. Absence of questionable actions because ethics are clear and clearly understood.

Principles of operation that accelerate productivity by enabling right decisions by every person, team, and function.

Tactics:

Decision making: Facilitated brainstorming to enable clear decisions by an empowered team on the following topics:

Values and Ethics: Values – The social standards held or accepted by desirable by a person or organization. Ethics – A system or code of morals a person, group, or profession.

Principles of Operation: Basic cultural rules for behaviors within an organization, including at least: leading, managing, task performance, and interacting with others.

Core Roles: Particular functions accepted and performed by people and teams, as shown in behaviors, responsibilities taken, and commitments to action. e.g., change agent, leader.

Driving-Factor Mix: The fundamental motivators to achieve that characterize the way an organization approaches a market.

Vision Statement: A phrase, sentence, or short paragraph that captures a shared perception of desired organizational status at some future time.

Reporting: Captures decisions in the form of lists, rankings, statements, and wordsmithing exercises across the full range of ideas and concepts. Reporting simplifies access to both data and results. Reporting also extends brainstorming. In particular, results from later topics may contribute to earlier topics. Sometimes key but unrecognized concepts are added during report development.

Statement of Character: Reporting is an exercise in synthesis in each decision category and across categories. It develops a summary of results, including a compact Statement of Character fully compatible with the Statement of Identity developed in Strategic Identity Analysis.

Confirmation: The team re-assembles to view results, see changes developed during reporting, and confirm or change the decisions made and reported.

Timing: Tactics are listed in chronological order. Time between original team decision making and confirmation may be a week or more. From start of brainstorming to final confirmed report, the process takes about two weeks.

The team spends 1.5-2 days in initial brainstorming and another half day in confirmation. ToolKit organizes brainstorming. Facilitator manages brainstorming sessions. and does reporting.

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