Innovation is driving change in the business ecosystem and the dynamics of this change are remarkably similar to those found in nature.
Mindset may the most overlooked strategic issue in business today. Getting yourself and your people into the right frame of mind is becoming a crucial determinant of competitiveness, thanks to two huge business trends.
Creative people tend to be intrinsically motivated. This is one of the best researched but least appreciated pieces of the whole innovation equation. It requires a total paradigm shift in the way companies think about motivating employees and what behaviors are valued.
So how in the world do you measure, much less develop, someone’s innovation mindset? We’ve found a way to do exactly that, using a unique research-based assessment that calibrates a person’s attitudes, assumptions and beliefs as they relate to the whole range of behaviors that are necessary for successful innovation.
Are you always on the lookout for new innovation and leadership tools? Do you go to conferences looking for the latest techniques to adopt? If you do, you’re in good company but in your search for tools you may be overlooking something much more powerful: behaviors.
Curiosity is arguably the single strongest driver behind innovation. It’s an abiding dissatisfaction with the status go that drives us to endlessly seek better answers and better ways and better ideas.
Without a robust and candid exchange of information, no one has reliable feedback. No one is in a position to put all the pieces together and accurately identify strengths and weaknesses. No one can fully measure performance good or bad and identify opportunities for improvement.
Do you lead a company, a division, or a team that seems to have a knack for solving problems—or do most of them end up on your desk? Do you have employees who come to you with their proposed solutions—or just their challenges? Do managers in your company celebrate their successes—or whine about failures (usually of someone else)?
Even after years of breaking down silos and decentralizing decision-making, most organizations still cling to the organizational chart. It’s perhaps flatter but it’s still there. So maybe we still need it. If that’s true, let me humbly suggest that at the very least it’s time to turn it upside down.
In a healthy innovation culture, the newcomers and outsiders are welcomed and valued precisely because they’re not burdened by convention and habit, because they bring fresh insights and new questions; because they haven’t yet learned what’s “impossible.”