Crafting an Innovative Culture and Organisation

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It is vital for a business to be innovative especially in this modern era where the market is highly competitive all over the globe. Crafting an innovative culture and organization has become one of the challenging issues that 21st century managers will have to face and tackle it. To be innovative is to introduce new ideas successfully whereas culture carries the meaning of certain ways of life like beliefs, values and behaviors that are shared among a particular social group (Jennex, 2008, p.107).

Innovate or die. It is this serious for organisations if they are lack of innovation as it is seen as the engine of an organisation for growth (Bryant, 2007). Innovation is the key to success and survival for a corporate. Successful leaders and companies recognize innovation as a force that drives growth. Furthermore, innovation is achieved by sharing a continuously intense growth attitude, passion for solving problem and also turning thoughts into realities. Being innovative will only lead to more growth as new markets, services and products are introduced and re-invent. This depends solely on an organization’s capability to recognize market opportunities, its internal abilities to respond to situation innovatively and also its knowledge base (Kotelnikov, n.d.).

The characteristics of a typical innovative organisation are that the company’s management tolerates failure when individuals take on risks to be innovative. Next, bureaucratic policies are kept at a minimum level in order to keep the job description easily comprehensible and allow flexibility for the employees to have an opportunity to improvise it. An innovative organisation also does not analyse risk continuously whereas it measures both potential benefit and risks involved before making any decisions. There are also two groupings of employees in an organisation where the first would be the one who are applying others’ ideas and the other type would be the risk-taker. However, these groupings are still given equal rewards for their dedication, loyalty and willingness to take risks. Besides that, the management is open to ideas from any employee as it realises the importance of it that can actually bring success and longevity to the organisation. Furthermore, the organisation encourages suggestion for improvement and would appreciate and pay attention to ideas regardless of their sources. Subsequently, informal communication is strongly encouraged even if individuals are from different department background and also interpersonal skills. The reason for this is it can build trust and loyalty towards the organisation as a whole (Mintzer, 2004). It is necessary to study the characteristics of an innovative organisation and how it functions in order to create one.

Innovation is a mindset where it is influenced by a person’s thoughts and acts. Therefore, having the right corporate culture can aid in crafting a successful innovative organisation. There are many organisations have attempted to implement systems to create an innovative culture but this is only a way to commence the process. In order to craft an innovative culture, top managers in the corporate will have to first be aware of their own actions, words, and decisions in detail as it can inspire the others to innovate actively (Bryant, 2007).

There are two methods to change a culture in a corporate; the engineering approach and mindful approach. The engineering approach has three levels that are relatively easy to put in practice to shape the right culture. Firstly, it is the slogan level where the purpose is to create a culture. Although in reality, the company’s slogan does not always match with the management in it, slogan can still serve as a starting point. Second, the incubation level can assist the process of creating an innovative culture by developing groups or appointing someone that is responsible for innovation. Next is the compliance level which refers to implementing systems to...
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