On Generating and Maintaining an Innovative Organizational Culture

How do successful organizations cultivate creativity? And what is it that makes generating and maintaining an outstanding organizational culture so challenging?

The organization’s capacity to innovate, as well as its creativity and connectivity are increasingly highlighted as essential for success. The concepts of “innovation environment” or “innovation ecosystem” are referred to very often in this context.

When describing a creative organizational culture in more detail, case-examples of start-ups and influential Silicon Valley enterprises pop up in various publications, and it seems Richard Florida’s theory of the “creative class” is still dominating many discussions.

I believe that given a chance, any individual or a group of people can adopt a creative mindset and participate in generating original innovations.

And I think the best innovations are created by breaking the silos and getting a multi-disciplinary team of experts from different departments collaborating on a shared project, and by introducing and applying service design methodology at the workplace.

This view is based on my own experiences with co-design so far.

But I think many professionals that have experience of working in similar teams might agree.

Service design processes and methods can be of assistance in generating new, innovative concepts and in streamlining existing services — as well as generating and maintaining a culture of co-creation.

I think organizing co-design workshops based on recent analytics and research can help an organization to boost and foster a creative culture at the workplace and to refine the personnel’s capability to innovate.

Obviously, there are costs involved in gathering analytics, conducting initial research and organizing any co-design process, in terms of human resources, time and money.

However, co-creation and co-design may yield significant benefits, both internally and externally.

As I’m a planner, I have only so much to do with strategy implementation in my current organization. But I think reflecting on and aligning one’s own tasks with shared strategic objectives is important.

And similar thought should be given to the team’s role in the organization, and to one’s role in a team.

An important notion here is that each team as well as each individual is equally responsible of committing to the organization’s common goals and values as well as mutual respect.

One of the core values of my current organization is “together”.

I find that my co-workers in the FNG are an enthusiastic and inspiring group of professionals.

A creative environment is often described as “dynamic” and “open” — it supports fresh ideas, it is emotionally safe and compassionate, and its atmosphere promotes the freedom to brainstorm. In such an environment, debates are considered positive, conflicts constructive, and moderate risk taking is allowed.

As a result of this kind of atmosphere in the organization, new ideas emerge and flourish, and they have enough time and space to take shape. And even more importantly, the people enjoy working together.

Service design methods and intrapreneurship combined can yield the very best of results, when they are applied in a way unique to the organization’s culture.

Soren Kaplan, the author of the best-seller “Leapfrogging”, says that when we are “cultivating innovation”, we are, essentially, “cultivating a unique system”.

Kaplan’s notion is echoed in the recent book “Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap” by Paul Leinwand and Cesare Mainardi. According to the authors, what makes the distinctive internal practices and capabilities of successful organizations so special is the fact that they cannot be easily replicated by others in the same field. In that sense, creating a unique organizational culture and supporting an innovative ecosystem pays off.

In the aforementioned book, Leinwand and Mainardi emphasize, that the most successful organizations:

  • Commit to what they do best instead of chasing multiple opportunities
  • Build their own unique winning capabilities instead of copying others
  • Put their culture to work instead of struggling to change it
  • Invest where it matters instead of going lean across the board
  • Shape the future instead of reacting to it

According to the authors, these are the five essential practices for connecting strategy and its execution.

Having given various issues quite a lot of thought last year in the middle of facilitating a series of workshops on our digital strategy implementation and other tasks, I eventually decided to document some of my thoughts on different topics related to my work and some of my other interests in this blog, now also found via the domain name http://lifeofaplanner.fi.

I have been surprised by the amount of unique visitors and visits here, as well as the amount of positive feedback from colleagues and other friends.

Thank you for reading and all the comments!

Author: Iiris Konttinen

I am a digital service design and digital marketing professional based in Helsinki, Finland.