Crack the corporate culture: how to inject innovative spirit into the company
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Building value and culture from a blank piece of paper is a luxury that start-ups have. Existing companies that want to start (or restart) business innovation must restart their existing, deep-rooted corporate culture. This is not easy to do, but if the cultural change fails, any innovation efforts of the company will be in vain.
The innovation of existing companies is not just the combination of good technology, key acquisitions, and smart talent. Enterprise innovation requires cultural matching and support. This often means changing the original corporate culture. It is challenging to convince employees to abandon old values ​​and beliefs to accept new ones.
Corporate innovation initiatives are often held by the board of directors who appoint a license to the CEO. In the middle are a series of memoranda issued to employees, many posters and one-day seminars. This practice usually creates “innovative cinemas†with little innovation.
Two consultants at McKinsey, Terry Deal and Arthur Kennedy, wrote a book called Corporate Culture: Etiquette and Ceremony for Corporate Life. The book points out that every company has a culture - and culture is the abbreviation of "how we do things in our own company." Corporate culture has four basic elements:
Value / belief - business philosophy to do everything <br> story / myth - about the founders / employees to break down barriers, to win the story <br> hero of the new order - are rewarded and celebrated, you are in the organization how to become a hero?
Ceremony - What does the company celebrate? How to celebrate?
The power of corporate culture
I started to understand the power of corporate culture when I started my third startup. The value and basic beliefs of this crazy start-up are reflected in this sentence: "Silicon Valley Marine Corps." If you don't catch a cold on this sentence, don't come. If this sentence attracts you, come up with your strength to join.
When I joined the company, the company already had a lot of stories like "beating impossible" and "independent innovation." The founder has evolved from the development of a single-board-sized computer with a new Intel microprocessor to the story of selling workstations (PC predecessors) with operating systems and office applications to other companies. The CEO took a $45 million list in front of a "we are not interested" customer with a three-inch tongue.
Later, every time a big order is made, there will be celebrations, and sales are treated as heroes. Engineers were also treated as heroes when engineering efforts were made to match the exaggerated sales performance. Similarly, when marketers are sitting on red-eye flights to support sales, they are treated as heroes.
Finally, every big order will have celebrations and ceremonies after the deal. Knocking on the drums, the CEO will send money to everyone on the spot. Once he even spurred the corridor wall to allow a new product to be shipped on time.
Although my title, business card, and job description describe my job function, it is these unwritten values, stories, heroes, and rituals that guide me.
Consultation corporate culture
You don't need to go deep into a company to know a little about its culture. For example, when the company says "we value employees" but there are dedicated parking spaces, specialized restaurants, and too many executive offices, you will know that they are just talking about it. CEOs can proudly brag about their business incubators, but if the incubator's parking lot is empty at 5:15 pm, you will understand what their true values ​​are.
When I understand a company's corporate philosophy, heroes, and ceremonies, it's more about chatting through coffee and lunch, rather than reading corporate missions or exciting posters hanging in the restaurant. In first- and second-order companies (companies that implement or expand existing business models), the protagonists of the story are heroes and rebels who manage to complete something new regardless of the existing process. The rituals of these companies are often reorganization, promotion, title, salary increase, etc.
These core values ​​and ideas, along with corresponding stories, heroes, and rituals, also define who is important in the organization and who the company wants to attract. For example, if a company values ​​financial performance above everything else, its story, myths, and rituals may tell how a hero saved 5 percentage points from a supplier for a company. And if the company is focused on making breakthrough products, then heroes, stories, and ceremonies will talk about product innovations (such as Apple's Mac, iPod, and iPhone legends).
Crack the corporate culture
To be innovative, companies need to break the corporate culture. This is equivalent to a psychological war against your own company. This requires careful consideration, careful design, and coordination of human and financial.
* Evaluate the current values ​​and concepts of the company as understood by employees.
* The need to communicate new values. It is difficult to push employees to think in new ways, starting with thinking about the new values ​​and ideas that the company wants.
* While establishing a new culture, adjust the company's incentive plan (remuneration mechanism, bonus, promotion, etc.) to the new values. If the incentive plan cannot be adjusted, any cultural change is doomed to failure.
To build a culture of innovation, companies need stories of heroes and employees who have created new business models, new products, and new customers; stories about new product lines that come from crazy ideas; or like the most A team leader who is as good as a manager of a business incubator; or a department manager who accepts a product and integrates it into a successful product line; or walks out stories to discover customer needs and then develops products to meet and ultimately become engineers in the new department. team. Ceremonies and rewards also need to support such innovations.
Cultural change almost always encounters problems - resistance to change (always), outdated (the world has changed but our values ​​have not changed), and inconsistency (the righteousness of the values). But breaking the culture and strengthening it through change incentives can do just that.
The result of an innovative culture is that large companies with unified goals can also act with passion, agility and speed.
Summary of experience
Enterprise innovation requires innovation culture Corporate culture including values, stories, heroes and ceremonies Start-ups are setting out from scratch to focus on innovative values ​​and culture. The existing companies that start (restart) enterprise innovation must restart the existing corporate culture – but the road is Twisted.
Culture can be cracked and cracked requires careful planning. The result of cooperation between manpower and finance will be 50 times innovation.