Culture Transformation

Create a Culture of Innovation

At Idea Connection Systems®, we believe the human principles that promote innovation are timeless. Human dynamics and politics within a company are not. We also believe innovation cannot be copied from one company to another. It must be tailored to a company’s goals, people, and system. We will provide your company with tools to measure the current culture and the new culture, as it changes over time. Besides direction, innovation requires action. Idea Connection Systems’® experience and knowledge will guide your organization through the culture design process in its entirety, from idea generation to implementation of changes in policy and process.

What is Culture?

  • The culture of an organization is the sum of all the widely shared and deeply held values and beliefs of its people concerning what matters and what works in the organization, as it pursues its vision and goals.
  • Culture is foremost about the business and achieving results, however it is also about how people treat one another.

What does culture “do” for an organization?

  • Culture tells employees “how we do things around here”.
  • Culture tells employees what really “matters” and what really “works”, if they want to be successful.

Why does it matter?

  • On a daily basis, culture drives employee decisions about what to work on and how to get things done.
  • Culture is the presence of leadership when there is no leadership present.

What does it mean to have a culture of innovation?

Within a culture of innovation, individuals work together; they collaborate and share ideas. Based on trust and led by innovators, this culture understands risks. Defined by unfiltered communication, internal politics become manageable instead of overbearing. In a culture of innovation, the system suits the individuals and organization’s goals. Instead of circumventing human roadblocks and organizational bureaucracy, employees can focus on innovating.

What drives a culture and its development?

Leaders and Managers – Direct Power

  • Determine the vision, strategies, goals, and priorities.
  • Decide on policies, procedures, systems, and processes.
  • Determine the structure of the organization, promote people, and allocate assignments.
  • Measure performance and distribute rewards and punishments.

Employees – Indirect Power and Influence

  • Have a knowledge base on which others rely.
  • Sustained presence.
  • Have the ear of management.
  • Are articulate and outspoken.

Non-Human Elements of an Organization

  • Once leaders and managers determine the vision, structure, performance measures, reward systems, policies, procedures, systems, and processes, each of these elements take on a life of their own and wield power in the organization. They also communicate to employees important goals and successful processes.

What makes culture transform?

People make innovation happen. In large organizations, it starts at the top. Aligning the top of the organization will allow the rest of the organization to be educated on a common set of principles, language, and behavior. To begin, the organization must agree upon a vision and set of goals. Next, leadership must establish principles, accountabilities, language, measurements, expectations and behaviors, as they relate to the human aspect of innovation. Once the organization is aligned in these areas, these items can be spread to the rest of the organization through training, communication and marketing.

How does one change a culture?

  • Measure one’s current culture.
  • Visualize the new culture in order to develop strategies and goals.
  • Redesign the structure, performance measures, reward systems, policies, procedures, systems, and processes so they remain consistent with and supportive of the desired culture.
  • Plan for implementation, measurement, and follow-up.
  • Communicate the new culture to everyone in the organization. Include what is changing, what is not changing, as well as the process used to create change, and everyone’s role in the process.