UploadLanguage (EN)Support
BusinessMobileSocial MediaMarketingTechnologyArt & PhotosCareerDesignEducationPresentations & Public SpeakingGovernment & NonprofitHealthcareInternetLawLeadership & ManagementAutomotiveEngineeringSoftwareRecruiting & HRRetailSalesServicesScienceSmall Business & EntrepreneurshipFoodEnvironmentEconomy & FinanceData & AnalyticsInvestor RelationsSportsSpiritualNews & PoliticsTravelSelf ImprovementReal EstateEntertainment & HumorHealth & MedicineDevices & HardwareLifestyle
Upload
Sign in
innovation-3, profile picture
Uploaded byinnovation-3
1,019 views

Insights into innovation culture change

The document outlines strategies for fostering innovation culture change, emphasizing the need to understand both the current and target cultures. It advocates for building new mental models by encouraging behaviors and conversations rather than fighting existing ones. Additionally, practical tools for measuring and managing culture change, along with the importance of storytelling, are highlighted.

Business◦
1 / 16
2 / 16
3 / 16
4 / 16
5 / 16
6 / 16
7 / 16
8 / 16
9 / 16
10 / 16
11 / 16
12 / 16
13 / 16
14 / 16
15 / 16
16 / 16
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 1 - 5 INSIGHTS ON INNOVATION CULTURE CHANGE
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 2 - You need to know your starting point and the target culture (and how it manifests in leadership, behaviors, decision making, …) in order to control and to lead the change.
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 3 - You never change people or culture by fighting the existing reality. To change people or culture you build a new mental model that makes the old one obsolete.
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 4 - To build new mental models you have to establish new behaviors and conversations. This is done much easier and much more effective by “Act your way into thinking” than by “Think your way into acting”.
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 5 - “Act your way into thinking” by defining Openness and Colla- boration via real-life business issues. Provide spaces to reflect upon the results and experiences.
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 6 - Use easy yet effective tools for plotting the starting point, decribing the change and measuring progress on your culture change voyage.
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 7 - You need an easy yet effective tool for measuring progress on your culture change voyage.
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 8 - Common understanding of current culture
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 9 - Very little Little Neutral Strong Very strong Resistant Skeptic Wait&See Experimentor Driver / Co-Creator Influence Group 1 Group 5 Group 2 Group 3 Group 4 Group 6 VerylittleLittleNeutralStrongVerystrong Affectedbychange Group 7 Understanding the playing field
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited ACT YOUR WAY INTO THINKING: DEFINE OPENNESS AND COLLABORATION VIA REAL-LIFE BUSINESS CONTEXTS …
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited … BECAUSE OPENNESS AND COLLABORATION CULTURE CHANGE CAN‘T BE ACHIEVED BY PURE RATIONAL / PHILOSOPHIC DISCUSSIONS
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited PERSONASSILENT BRAINDUMPING ONE CONVERSATION AT A TIME 7 HOURS WORKSHOP 60 MIN PRESENTATIONS 40 PARTICIPANTS INSTANT VALIDATIONTIME-BOXING WALLS OF DATA PROVIDE SPACES FOR LEARNING
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited USE THE POWER OF STORY-TELLING: SUCCESS STORIES INSPIRE, PROVIDE EXAMPLES AND CONVINCE MUCH MORE THAN „LEFT BRAIN“ LOGIC ALONE
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 14 - ● Skills ● Decision spaces ● Reporting lines ● Metrics ● Staffing and Recruiting ● Performance evaluation ● Internal communication ● Policies ● … ● Top Management tonality ● Informal networks ● Communities of Practice ● Pride builders ● Change Agents ● Artifacts ● … USE THE POWER OF FORMAL AND INFORMAL LEVERS TO CHANGE A FEW, CRITICAL BEHAVIORS
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited Use an easy yet powerful tool for mapping and controlling change: The innovation-3 Change Canvas Reason why change is necessary Target culture / behavior / capabilities / skills Drivers and barriers Target group Value Proposition for target group Learning and communication spaces Change programs and activities Key resource requirements and risks (Current status) Key metrics for success and progress (Current status)
SLIDESETCULTURECHANGE.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibited - 16 - Would you like to start our conversation? Frank Mattes Founder and CEO, innovation-3 Grillparzerstr. 4 II / III 65187 Wiesbaden Tel.: +49-(0)611-59057-0 frank.mattes@innovation-3.com www.innovation-3.com