Every organization is designed to get the results it gets.
They know that it’s culture—the values, norms, unconscious messages, and subtle behaviors of leaders and employees—that often limits performance.
These invisible forces are responsible for the fact that 70% of all organizational change efforts fail. Design the interplay between the company’s explicit strategies with the ways people actually relate to one another and to the organization.
Most corporate visions and missions sound alarmingly alike: Become the #1 provider of blah, blah, blah.
These generic, broad-based goals might rev up sales teams, but they do little to spark ingenuity.
Giving up control when the pressure is greatest is the ultimate innovation paradox.
That’s why iconic brands like 3M and Google give their employees about 10% "free time" to experiment with new ideas.
The software company Atlassian encourages employees to take "Fed Ex Days"—paid days off to work on any problem they want.
Perhaps the worst thing a company can do is give "innovation marching orders" without any guide posts.
That’s when the focus gets lost and teams spin their wheels.