5 Practical Steps to Creating a Culture of Innovation in Your Team

Innovation is widely regarded as an important differentiator to distinguish business competitors from each other. A culture of innovation sets one organisation apart in terms of their ability to adapt and respond in a nimble way to the frighteningly fast changes in their environment and in terms of the speed with which they leap ahead of the pack with new and fresh ideas, products and services.

Sounds impressive – yes, let’s get ahead and beat the rest... That is the general response we receive when we bring up the notion of innovation to top executive teams. The key question remains: how do we become more innovative? How do we transform our existing conformist culture to being one that buzzes with innovation ‘hotspots’ where fresh thinking is brought to all challenges and problems. It all sounds so easy in theory. Where do we begin and how do we ensure that the changes stick?

1. Acknowledge that this is a culture transformation process

It is simply not sufficient to introduce some ad-hoc interventions. Yes, having a lunch and learn session with an innovation theme is a great idea but in isolation it is simply forgotten within a few weeks. Yes, having an innovation team is also an excellent idea but if it does not have the full backing of the exec team and there is no overarching strategy, it will have no teeth.

So, step 1 is to have a strategy in place that takes into account all areas of the business and is realistic in terms of the time frames and budget needed for the transformation.

The strategy needs to clearly incorporate what needs to change in the existing mindset of the business so that innovation can become part and parcel of the way we do things around here. As with any change process, there are human feelings that are going to surface as people move through the changes. Strong emotions emerge as emotional triggers are touched and the innovation strategy needs to take into account all the resisters and assisters who will be part of the process.

Organisations who have always been policy driven, with rules and regulations because of risk aversion, find the switch to being innovative very challenging. Team members are used to following strict guidelines and procedures and suddenly determining that they now need to be free thinking and creative, can cause huge resistance.

All your usual change management tools need to come into play right now! Think of Professor John Kotter’s 8 steps of change. Read and re-read them and then embark on your journey of change.

2. Select specific innovation champions to carry out the strategy

As with any change process, you need your team that will guide the organisation and will have responsibility for delivering results. Select the team based on their ability to manage change well and also to communicate these changes effectively.

They are responsible for the design, delivery and monitoring of the plan for innovation. They have project milestones and monitor and report on whether these are being met. They create the promotional and marketing material needed to get the project underway and are responsible for all special events associated with the project.

3. Take a cold hard look at the existing status quo

It is no good simply assuming that if we make people more creative and innovative, the organisation itself will magically transform into this vibrant, buzzy place with ideas overflowing at every moment.

The reality is that we need to think systemically and begin to uncover where in the system are there blockages that prevent this change from taking place. What are the barriers in the way that we conduct business that could pose a threat to the introduction of innovative thinking?

Are we asking team members to move ideas through several layers before they are accepted? Can anyone put forward an idea without it being laughed down or placed in some unused suggestion box? Are we in a very risk-averse environment where the business will collapse under the strain of new ideas that go totally against legal requirements? Have we expected people to conform to rules and regulations for so long that they are afraid to try out anything different?

Once we know where these barriers are, part of our strategy will revolve around how to remove them to ensure that innovative thinking becomes the norm. The new ground rules will then be in place and the new paradigm becomes the new normal.

4. Introduce training on the key innovation and creative problem solving tools

It is also not sufficient to acknowledge that innovation is a key business driver. How do managers and team members become more innovative if they do not have a toolkit of techniques and skills that enable them to problem solve creatively?

It is essential that the organisation is trained up to use thinking skills that lead to innovation. The best tools are:

- Creative problem solving as developed and used by the Creative Problem Solving Institute. Following this process that is based on divergent and convergent thinking enables the team to come to conclusions where there is buy-in and consensus

- Brainstorming using LEGO SERIOUS PLAY methodology. This is hands-on, minds-on thinking that creates an environment where there is 100% participation and where play enables ideas to emerge and be shared

- 6 hats thinking as suggested by De Bono is also a useful tool that ensures that all views in the room are explored from every angle to create an environment of lateral thinking.

Part of the training could also include identification of employees’ natural innovation styles. This will assist with the formation of teams that are divers and are made up of different styles so that collectively all styles are represented.

5. Track changes and gather success stories

The good old saying that what gets measured gets done, applies in this instance.

Once the project success criteria have been set, there is on-going monitoring to check progress. Barometers are in place to show how far the organisation is from achieving the measurements and what still needs to be done.

Success stories are collated and become part of the communications that are delivered about progress. Setbacks are noted and lessons learnt. Ultimately the end goal is a culture where innovation thrives and where the organisation has adapted well to the change in paradigm.

Management Consultancy International is an award-winning training provider that embodies what innovation is all about. We ensure the design and delivery of programs that enable organisations to meet their innovation success criteria by using a range of exciting methodologies and processes including LEGO SERIOUS PLAY, acknowledged through research as one of the top ways in which systematic creativity is generated.

For more information, call 1300768550 or +61292995089 or email us info@mci.edu.au