There are seemingly so many intervention points it can get bewildering.

The innovation environment can be made-up of how well you collaborate and network, the level of the group and individual interactions, the presence and commitment of leadership towards innovation, as well as the organizational set-up and structures.

You can explore the make-up of the innovation environment in so many ways.

So what makes up the environment to innovation?

It is the culture, management and its people who have a mutual dependency. Culture can enhance or inhibit the tendencies to innovate, it certainly has a profound influence on the innovative capacity and provides the rich nutrients to nurture innovation or kill it. Culture has always been regarded as a primary determinant of innovation.

To foster innovation and its environment, key levels of management and individuals must be committed to creating an environment and culture that promotes creativity, be engaged and promote the ability to promote change in nimble, agile and flexible ways to meet changing conditions in the market place and with customers.

It is this creativity through the innovations that are flowing through the organization that often needs a critical focal point to create a change that has an impact.

Triggering stimuli for change

The job of any change initiative is to give stimuli in the actions, transactions and interactions in the pursuit of innovation. These come from changing practices but focusing on the critical interaction between people and the situations that delivering innovation demands.

Altering an organizations workplace environment comes from focusing on the person’s creativity and the organizations climate conditions to deliver on its innovation need.

From what I gather, there are over 40 different assessments you can use for creativity and innovation. Within the best known, most cited and researched two still stand out for me as tested and valuable. These have stood the test of time and I believe provide a great place to start assessing your climate and what motivates a more creative / innovative environment.

There are two climate assessments for creativity assessments that stand out

The first is the Climate for Creativity (KEYS) developed by Terisa Amabile and the other one is the Creative Climate questionnaire developed by Gören Ekvall. Both came out in the late nineties but seem to have stood that ‘famous’ test of time.

I have shown in Ekvall’s model a modified version introducing the split between the attitude for work and its five part make-up and work atmospheres five parts.

I’m going to focus more on Ekvall’s model as it is the one I have used more and it ‘feels’ more comfortable for me.

Amabile’s model contained 17 factors, whereas Ekvall’s model has only ten factors. There have been a number of comparative studies on these two. One argument being that less factors allows for a more open aspect but less controversial.

To be honest I like them both as they each have slightly different ways to look at creativity.

Firstly though, let me outline Amabile’s model.

It comprises three key elements: resources, management practices and organizational motivation. Each of these elements interacts with one another and has an impact on the resulting level of innovation.

In Amabile’s structure the assessment breaks answers down into two criteria of measuring current performance and seeking perceived importance and attributed 100 points per section to gauge relative importance using a simple Likert-type scale with anchor phrases at each extreme.

For her Organizational Motivation section, a questionnaire is broken down into

• 1) Explicit value of creativity,
• 2) Attitude to risk,
• 3) Pride in Employees,
• 4) Enthusiasm for Employees,
• 5) Forward-facing strategy and
• 6) Management systems.

Then for her Resources part:

• 1) Time to innovate,
• 2) Staff Expertise,
• 3) Access to Funds,
• 4) Material Resources,
• 5) Information Resources, and
• 7) Training

Then her Management Practices, it is broken down:

• 1) Project autonomy,
• 2) Team Selection – Skills,
• 3) Definition of Goals,
• 4) Supervisor Support and
• 5) Team Selection – Personality.

Ekvall’s model

Ekvall’s model was divided into two halves, each comprising five factors. This also allowed Ekvall’s model to be split over two pages, with the first entitled ‘atmosphere for work’, and the second entitled ‘attitude to work.’ Maybe this is why I like it for this defining split for deepening the conversation.

Again to use this you attribute 100 points per section to gauge relative importance using a simple Likert-type scale with anchor phrases at each extreme.

Organizational Climate for Creativity and Innovation (1996) is the article that sums up all of Ekvall’s research within organizational climate and creativity throughout the second half of the 20^th Century.

This was where Ekvall formalized his ten dimensions of creative climate (challenge, freedom, idea support, trust / openness, dynamism / liveliness, playfulness / humor, debates, conflicts, risk-taking, and idea time) as well as described the implications of the Creative Climate Questionnaire (CCQ).

The ten dimension factors from Ekvall’s creative climate questionnaire.

Attitude to Work dimensions

Idea Time: amount of time people can use (and do use) for elaborating new ideas. In the high idea-time situation, possibilities exist to discuss and test suggestions not included in the task assignment. There are opportunities to take the time to explore and develop new ideas. Flexible timelines permit people to explore new avenues and alternatives. In the reverse case, every minute is booked and specified. The time pressure makes thinking outside the instructions and planned routines impossible.

Risk-Taking: tolerance of uncertainty and ambiguity in the workplace. In the high risk-taking case, bold initiatives can be taken even when the outcomes are unknown. People feel as though they can “take a gamble” on their ideas. People will often “go out on a limb” to put an idea forward. In a risk-avoiding climate there is a cautious, hesitant mentality. People try to be on the “safe side” and often “sleep on the matter.” They set up committees and they cover themselves in many ways.

Challenge and Involvement: degree to which people are involved in daily operations, long-term goals, and visions. When there is a high degree of challenge and involvement people feel motivated and committed to making contributions. The climate is dynamic, electric, and inspiring. People find joy and meaningfulness in their work. In the opposite situation, people are not engaged and feelings of alienation and apathy are present. Individuals lack interest in their work and interpersonal interactions are dull and listless.

Freedom: independence in behavior exerted by the people in the organization. In a climate with much freedom, people are given the autonomy and resources to define much of their work. They exercise discretion in their day-to-day activities. Individuals are provided the opportunity and take the initiative to acquire and share information about their work. In the opposite climate people work within strict guidelines and roles. They carry out their work in prescribed ways with little room to redefine their tasks.

Idea Time Support: ways new ideas are treated. In the supportive climate, ideas and suggestions are received in an attentive and professional way by bosses, peers, and subordinates. People listen to each other and encourage initiatives. Possibilities for trying out new ideas are created. The atmosphere is constructive and positive when considering new ideas. When idea support is low, the automatic “no” is prevailing. Fault-finding and obstacle-raising are the usual styles of responding to ideas.

Work Atmosphere dimensions.

Conflict:  presence of personal and emotional tensions in the organization. When the level of conflict is high, groups and individuals dislike and may even hate each other. The climate can be characterized by “interpersonal warfare.” Plots, traps, power and territory struggles are usual elements of organizational life.  Personal differences yield gossip and slander. In the opposite case, people behave in a more mature manner; they have psychological insight and control of impulses. People accept and deal effectively with diversity.

Debate: occurrence of encounters and disagreements between viewpoints, ideas, and differing experiences and knowledge. In the debating organization many voices are heard and people are keen on putting forward their ideas for consideration and review. People can often be seen discussing opposing opinions and sharing a diversity of perspectives. Where debate is missing, people follow authoritarian patterns without questioning them.

Playfulness/Humor: spontaneity and ease displayed within the workplace. A professional, yet relaxed atmosphere where good-natured jokes and laughter occur often is indicative of this dimension. People can be seen having fun at work. The climate is seen as easy-going and light-hearted. The opposite climate is characterized by gravity and seriousness. The atmosphere is stiff, gloomy and cumbrous. Jokes and laughter are regarded as improper and intolerable.

Trust/Openness: emotional safety in relationships. When there is a high degree of trust, individuals can be genuinely open and frank with one another. People count on each other for professional and personal support. People have a sincere respect for one another and give credit where credit is due. Where trust is missing, people are suspicious of each other, and therefore, they closely guard themselves, their plans, and their ideas. In these situations people find it extremely difficult to openly communicate with each other.

Dynamism / Liveliness: The eventfulness of life in the organization. In the highly dynamic situation, new things are happening all the time and new ways of thinking about and handling issues often occur. The atmosphere is lively and full of positive energy. There is a kind of psychological turbulence that is described by people in those organizations as “full speed”, “go,” “breakneck,” “maelstrom,” “and the like. People get caught up in the excitement and energy. The opposite situation could be compared to a slow jog-trot with no surprises. There are no new projects; no different plans. Everything goes its usual way.

Over the years the Ekvall questionnaire has been collected and benchmarked.

The value of seeing a significant part of an organization of 7,000 take this test and then be compared against others completing the CCQ can be valuable.

Taking one example between a group designated as innovation organizations against those regarded as stagnating would deliver a spider web visual showing the difference and where the gaps are to focus upon.

The discussion from producing such a view can become very telling. Of course this is a snapshot but it can become a powerful enabler to change. Improving the climate, over time changes the culture and conditions for how an organization views innovation.

Perceptions need to be broken down, clarity on a pathway forward navigated and negotiated with a leadership that is providing consistent and determined support so that the climate and conditions are constantly improving the environment for innovation – the culture learns to adapt and recognize this as the everyday ‘way of working.

Summary

There are many variables that influence people’s perception of the working environment and by focusing on understanding the climate and the possible potential to change this, in what it can provide the prime contributor to providing a huge impact within your innovation environment.

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Publishing note:  This blog post was originally written on behalf of Hype and with their permission, I have republished it on my own site with some small adjustments. I recommend you should visit the Hype blog site where they have a range of contributors writing about a wide-ranging mix of ideas and thoughts around innovation, its well worth the visit.

The post Making an impact on an organization’s innovation environment first appeared on Building Your Innovation & Ecosystem Intelligence.

Today and in the future, innovation is about open, inclusive, full of exploration and harmonization to extract the best results.

We seem to have really grasped and recognized the combination-effect that comes from the myriad of different linkages that is propelling innovation activity and bringing increasing confidence within the boardroom.

According to a recent PwC report, optimism has dramatically been raised around innovation, so much so the vast majority within the survey of 1,757 c-suite or executives respondents believe their aggressive growth plans will be driven by organic growth (93%) and not by previous means of M&A activity.

They are talking more radical and breakthrough innovation. BCG in its 2013 report on most innovative companies is equally far more bullish on innovation.

My only wish is this all this optimism is grounded in reality and recognition of what significant changes are required in structures, processes and supporting mechanisms that this increased innovation focus will really require.

They will have to address the existing organizations constraints as well as rework the emphasis away from the efficient and effectiveness focus that has become engrained. This will require a very dedicated focus on understanding innovation management and what it really means, to translate this organic ‘wish’ into reality over the next five years.

The good news is, we have seen innovation maturing

We are certainly seeing innovation has moved well beyond just products. It is exploring the value of combining or even separating services, changing value propositions on a more consistent basis and exploring new business models far more openly.

All these approaches to innovation are challenging and demanding far more constant reorganization around changing the innovation activities to meet the ‘breaking’ opportunities.

One innovation struggle is around ‘rigidity’ within the organizations.

Innovation requires a more fluid, adaptive and agile environment. This will require some significant changes within the approaches within managing within these structures and this takes a significant and dedicated approach to achieve.

The end result is changing the way people are managed and valued. There is a need to draw in, to engage, more open to diversity in opinion and thinking and increased emphasis on fluid teams tackling issues and challenges in unique ways, not through standard processes and approaches.

Research led or technology – based standing alone is not enough in pursuing greater functionality or breakthroughs, we need to cooperate with all the relevant people and partners that can bring the innovation idea or concept to fruition.

The opening up to greater networks, exploring relationships and allowing them to deepen becomes vital. Allowing time for these to work and build the essential trust needed equally will take time.

The shifts in innovation activity, seeking simplification

We are also seeing increasingly the disruptive era of simplification, which captures far more of the imagination and where the increased movement of future wealth generating opportunities lie by meeting targeted customer need.

These are not ‘layering’ on features that have been the approach of the past, this is stripping away and rapidly breaking these back down into targeted applications that do the job, we the consumer or client wants, often willing to pay a premium upon.

Complexity is also changing, taking out the pain

Complexity should not be about customers having to work out how to understand something; it is using the smart complexity that sits behind the solution to allow us to focus on what we need to achieve, to then help us significantly deliver on our required needs.

Smarter searches, algorithms, designing your own options all are giving us the complexity we need. Simpler, interactive interfaces to do the job we wish to do, not forced to spend time learning and doing.

Exploring the effects of reverse innovation and lean approaches.

Reverse innovation, jugaad or frugal innovation is where there is  a huge potential – still largely untapped in developed countries offering new avenues to real targeted growth.

What about the strong underlying movement in start-ups that is far more ‘needs related’ or serving ‘unmet needs’ through lean approaches and customer development techniques.

These are so much better understood than the approaches in the past, of simply cruising along for opportunity with a vague business concept.

Sharpening the minds, changing the mindsets.

Everything has become so much sharper in why we have to focus our minds down, it is far more on what and where innovation can give us the next growth opportunity and that comes from all the diversity we can muster. Managing in the global innovation space is no different; we can get far more quickly at answers on a global basis than at any time in the past.

We are learning to tap into this global knowledge in different ways, it needs a dedicated focus and understanding, to find the unique mix that suits your needs and knowledge accessing and translating and then we are closer to the solutions that have the global unlocking key.

We are using the ability to engage, to explore and exchange through a variety of social mediums, we can collect and interpret larger amounts of data than ever before.

As growth comes increasingly back on the agenda for most organizations, it will come far more from exploiting through this organic growth approach. Yet to achieve the ambitious growth targets that many organizations are seemingly talking about, there needs to be a radical overhaul of internal innovation understanding and structures.

Revisiting past practices

All of what has gone on previously needs to be revisited and in many cases reworked through new practices, new systems and new measures. Organizations are coming rapidly to the point of needing to be innovation re-engineered to make the sizeable changes they must achieve to ‘allow’ organic growth to deliver.

Innovation challenges much that is presently established within organizations, there is potential higher risks, significant changes required to be enacted within the organizations, with a whole raft of different competencies and capabilities to be learnt to extract the ‘promise and value’ from the innovation needed.

We are forced to look harder for attracting growth into our business and innovation can provide the force if there is the commitment backing the rhetoric of needing organic growth to be the primary driver of over the next five years.

Innovation needs positive translation in its management

I am sensing a really positive shift in innovation practice. It does seem to have gone up a notch or two in its maturity and adoption within our organizations in recent months. Can you feel the changes or are we still at the intent stage? Are organizations fully commitment to what shifting to an innovation emphasis will mean? Or are we only at a recognition stage?

There are significant sets of issues needed to be addressed to really allow innovation to drive growth. Organizations need to consider very radical shifts in approaching innovation and its management to gain any momentum, so intent can meet these organic growth ambitions as suggested?

For me, in the next twelve months, it will be the level of activity to  begin to re-equip organizations will determine if this is a reality or just C-level rhetoric, worried over the alternatives of low or no growth prospects but staying risk-averse.

The post Beyond the previous boundaries of innovation long gone first appeared on Building Your Innovation & Ecosystem Intelligence.

What do you actually want to achieve that takes you closer to your aspirations, not just immediate goals?

Can the way you conduct innovation today meet that strategic challenge? Does it ‘advance’ on your current position?

There are a host of reasons ‘renewal’ might be needed. Today, when markets are especially tough, looking long and hard at what you have and jettisoning what you don’t need becomes essential to reposition yourself as leaner and more flexible.

There are many pressing needs why you have to ‘shape up’. Don’t ignore the need for renewal.

Meeting competition in today’s market or positioning for the ‘forces’ swirling around global competition as it constantly changes the fortune for many does not simply arrive announced.

You need to be prepared, to be alert, and to be agile and fit. We have to create the right environment and now is the time to question many of the ‘established’ approaches.

We need to challenge them with fresher, more up-to-date thinking based on the multiple changes taking place around us constantly as much in our markets is certainly becoming more ‘fluid’, so renewal needs to be thought through irrespective.
Renewal needs some thinking through; here are some important referencing points:

• If you have placed innovation at the heart of generating any new growth, it becomes important to determine that all your energy gets focused, really focused on those areas that offer growth through new activities (products, services etc). Innovation needs to become a core capability.
• This cannot be simply determined or approached in any half-hearted way. It means ensuring that you achieve an absolute alignment of innovation to the strategy and don’t simply brush over existing weaknesses or vague possibilities, sweep them away.
• Be laser-focused on what and which innovation generates growth that meets your stated strategic needs and drive that through the pipeline.

• You must also make that important first step of a ‘hard’ assessment that evaluates your current position, question even the sacred cows. Build this understanding not just on internal observation but on external evaluations- talk to customers, to trusted contacts.
• Separate opinions and facts, highlight potential weaknesses, and look to rapidly address these. Achieve as clear a picture as you can, then set about the aspects that need renewal.

• Managing through innovation change needs a clear, dedicated focus in clarifying plans, thinking through new systems and practices. You need to commit to training and constant support, providing feedback and managing the inherent stress this can cause.
• You need to provide the building blocks of commitment and shared identification. It takes time and recognizing that this also requires a ‘sustaining innovation engine’ that needs well resourcing and built into your thinking.

• Innovation regeneration needs setting new visions, new directions and goals, providing essential resource and support to promote new culture and capabilities needed.
• You need to construct the appropriate action plans, track results, update and re-adjust from fresh knowledge and learning so these begin to restore a growing sense of identity and corporate value and building the communication plans to cascade these throughout the organization.
• Let everyone feel, hear and see the changes- to wake up and ‘smell the roses’.

• Plan any cultural or structural shifts so as to provide the learning platforms for investing in new competencies and skills that place a ‘premium’ on acquiring this new knowledge as essential to learn and needed to be adopted as new approaches.
• Use the practice of open consistent communications and a networking approach that identifies, informs and promotes the emerging vision of why we need to do innovation differently. Why we need to renew.

• Focus your energies on those crucial aspects of the business that constantly assesses, realigns, restructures and redeploys around the three critical aspects of knowing and leveraging your core business through your innovation offerings:
• a) making the customer the centre of your thinking b) fixing your products and service quality and responding at the new innovation speed expected, c) building increasing agility, flexibility and anticipation that is required to meet the new market needs. The customers’ needs become the centre of your renewal efforts.

• Seek out those pockets of resistance that are constantly just below the surface or even deep seated, address the critical issues through a change resistance grid and resolve the obstacles through a variety of methods and techniques with a real sense of urgency.
• Address this clearly and squarely so any renewal can begin to gain the momentum it requires.

• Crafting the story in a clear, logical way will gain that greater identification and commitment.
• Explaining that our future is not waiting for others, but we have to place our innovation destiny in our own hands by renewing ourselves on our terms so at least the majority of people begin to recognize renewal as necessary to meet the future.

There is always a need for making the case for renewal and charting the path towards the solutions is no different than any other corporate initiative. Making change is hard, really hard.

Calling for ‘renewal’ sometimes makes it even more difficult to gain the required identification when many are comfortable in the present ‘ways’.

The rewards come through an organization that emerges from today’s ‘uncertainly’ equipped to be more resistant, flexible and agile.

It has a greater chance to seize emerging opportunities quicker, at tomorrow’s new innovation speed.

Renewal is not an easy journey, but becoming more and more critical to do on a regular basis.

The post Making the first crucial steps towards innovation renewal first appeared on Building Your Innovation & Ecosystem Intelligence.