ADAPTIVE CULTURE AS FUNDAMENT FOR ANY IRIZ PROJECT
After studying innovation among 759 companies based in 17 major markets, Gerard J. Tellis, Jaideep C. Prabhu and Rajesh K. Chandy found that corporate culture was a much more important driver of radical innovation than labor, capital, government or national culture. It has further been shown that adaptability seems to be the most critical pillar of successful organization cultures.
ADAPTIVE CULTURES ARE THOSE THAT ENCOURAGE
· Willingness to experiment
· Personal initiative
· Fast decision-making and execution
· Ability to spot unique opportunities
IRIZ as selected partner in an innovative project, will always cater for a adaptive culture as fundament. By doing this every project will be attached with a more agile structure supported by change agents, ownership and necessary mindset.
Innovative cultures start with a philosophy and a tone—one analogous to the classic parenting advice that children need both “roots and wings.” As an innovative company, you must ground creative people in accountability for the organization’s objectives, key focus areas, core capabilities, and commitments to stakeholders. Establish “change agents” and give them broad discretion to conduct their work in service of those parameters. A budget will make them seek another project. Make sure that “cultural touchpoints” are staffed with integrative thinkers. First and foremost: the CEO.
You can reinforce the cultural benefits of innovation parenting by opening up organizational space to allow innovators to bypass barriers and hierarchies that often sap creativity. Incentivize, reward and punish behaviors and accomplishments accordingly. Note: culture is continuously shaped, not mandated.
Setting the bar beyond what is reasonable. Push the project even further and develop a vision that is inspiring for all team members. Build dedicated cultures fitted for each project or department.Define appropriate values and KPIs for all initiatives.
Concentrating on two (2) projects allows immersion in a primary project, with the possibility to shift gears to the other project if the first one hits a temporary roadblock. Effort must be with minimum 50% involvement in each project from team members. Progress often is slow, and team members get frustrated if there is lack of concurrency. Each organization must operate as if the future success of the company depended on it alone. Do not establish one culture.
Seek outside your company
Relationships that extend beyond the boundaries of the organization are invaluable to acquiring and distributing knowledge. Invite companies such as Iriz and bring teams from outside your own company together with innovators inside, which may yield coinnovation or joint-development agreements.
Good to great
No culture can be innovative without great people, and the demands on innovators have never been greater. Hire the best. Hire the right people to support in the right place. Both accountants and entrepreneurs have a place in the organization, but employed in the wrong context they may even harm. Focus particularly on intangible “people issues”, such as mindsets, behaviors and interactions – the soft stuff is the hard stuff.
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Dear past, thanks for all the lessons. Dear future, I am ready.