Why are some organisations great innovators?

Why are some organisations great innovators?

Why are some organisations good at innovating and adapting to changing markets while others seem blindsided by change? Is it because of their processes or the knowledge and skills of their people? Or is it their determination to build a culture where challenging assumptions is not only encouraged, but expected?

Cultivating organisational creativity in an age of complexity

The IBM Institute for Business Value recently published an interesting study “Cultivating organizational creativity in an age of complexity”. It’s an interesting read (link below).

The study found that leaders who embrace the dynamic tension between creative disruption and operational efficiency can create new models of extraordinary value.

What, specifically, enables leading-edge organizations to capitalise on the inherent complexity in today’s environment and drive innovation within their business models, products and services?

According to the study, the ability to embody creative leadership is among the most important attributes for capitalising on complexity.

69% of organisations not effective in developing future leaders

The worrying dimension is the study highlights the outcome of a survey of 700 Chief Human Resource Officers throughout the world. Of these, 69% said they are not effective in developing future leaders. What’s more, 78% of human resources executives said they are not effective in fostering collaboration and knowledge sharing.

Three imperatives

Creative leadership in action enables a wide range of product, process and business model innovations. Organisations will need to act on three imperatives to accelerate the development of creative capital:

  • Uncover the key capabilities of the creative organisation: Empower the organisation’s ability to understand how the world behaves. Expose those individuals who see opportunities where others do not and map out what is found. Connect ideas and people in novel ways. Try many and various ideas. Inspire belief that action is possible. Maintain the discipline to get things done.
  • Unlock and drive the creative capabilities of leaders: Create high-impact, experiential learning tied to real business challenges. Develop inspirational role models who demonstrate accomplishment and empowered leadership.   Unleash small, diverse teams to pursue bold ideas in response to challenges. Create work structures and incentives aligned with intrinsic motivation. Promote a culture of inspiring vision built on authenticity and powered by trust.
  • Unleash and scale organisational creativity: Share information for collective vision. Tap into global expertise networks. Expand management and communication style repertoires. Build ad-hoc constituencies of those sharing common goals. Influence collective behaviour through real-time analytics.


Read the full report.

Here’s what to do next

If you’re interested in how this could help you, or feel I may be able to help you with some of the challenges you’re facing, please get in touch for an informal discussion.

There’s no commitment, we’ll just discuss your situation to see if working together might be a good fit.  Contact me now.

Best regards

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