How do you foster a culture of innovation in a large company?
This is a post by J. Ramanand, co-founder of CTQ
It’s not easy. Most ‘theoretical’ answers focus on events like hackathons, failing fast, experimentation, ‘right brain-left brain’ etc. In my experience of helping large (usually tech) companies foster innovation culture over half a decade, the following matters:
Recognise that transitioning from a non-innovative culture to one where innovation is suddenly encouraged can be very disorienting at all levels. Plan to handle that.
Honestly answer what innovation is for: is it theatre? is it for engagement? is it for impact? Is it for profit? is it to keep your company future-relevant? Doing this will save you a lot of heartburn.
Have a clear definition of what ‘innovation’ means to your company. The simpler the better. If it is merely “I know when I see it”, then prepare for disappointment.
One big trap is people thinking innovation means having ideas or taking part in hackathons. Have an innovation map (like the one we use) that shows how one phase leads to another.
Invest in teaching and encouraging discovery skills (see The Innovator’s DNA) such as questioning, observation, idea networking etc. Rewiring a company that is used to excelling in just delivery skills will need time and effort.
Make innovation a part of everything you do, not just tech. That means at your reception, the way you run recruitment, your IT infrastructure etc. Otherwise, you risk a silo mindset.
Help your would-be innovators know where the time for innovation is going to come from. If the only way is to expect people to stretch after-hours, then don’t be shy in admitting it. Be transparent, authentic, and find a way to genuinely tap into your colleagues’ internal motivations.
Adding innovation is easy if you only think of it as hackathons and patents. It’s not easy if you believe in deep change.
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