{"id":13629,"date":"2016-03-03T00:00:00","date_gmt":"2016-03-03T00:00:00","guid":{"rendered":"https:\/\/blog.planview.com\/how-to-create-an-innovative-culture\/"},"modified":"2016-03-03T00:00:00","modified_gmt":"2016-03-03T00:00:00","slug":"how-to-create-an-innovative-culture","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/how-to-create-an-innovative-culture\/","title":{"rendered":"Building a Culture of Innovation: How to Support One Effectively"},"content":{"rendered":"
\"\"<\/div>\n

Editor’s note:<\/strong> this is a guest post by Steve Glaveski.<\/em><\/p>\n

<\/b>“Move fast and break things.”<\/p>\n

This was the mantra of Facebook in its early days, as is the case with most startups that subscribe to the iterative product development method popularized by the Lean Startup.<\/p>\n

However, a startup’s primary job is to discover<\/i> new sustainable business models, unlike large organizations which are built to deliver<\/i> existing business models that already make money.<\/p>\n

Unfortunately for the latter, standing still is not an option. One in three publicly listed companies is at risk of being delisted in the next five years alone. Such is the pace of change and disruption driven by technological and business model innovation.<\/p>\n

Simply donning hooded jumpers, setting up a table tennis table, and throwing some bean bags about the office — while fun — isn’t going to do anything to shift the underlying values and culture that ultimately impede innovation.<\/p>\n

So, how do large organizations go about building an innovation culture without compromising the core business which, after all, currently generates the majority of revenues?<\/p>\n

Mindset<\/span><\/p>\n

First, we need to give our people an opportunity and safety to step out of the traditional corporate mindset, one which avoids failure at all costs. If we only ever take safe bets, we will only ever invest in safe, incremental innovations which are easily replicable and generally don’t serve to radically grow revenues of create a defensible position.<\/p>\n

What is the worst possible outcome we are willing to accept? Once you know the answer then your employees are free to work within these boundaries. At the moment this is not being articulated in most organizations and risk is still a dirty word.<\/p>\n

Taking lots of small bets, as opposed to few large ones, supports:<\/p>\n