Corporate culture means how the company workforce behaves and carry themselves when they interact with the company’s stakeholders. Corporate culture includes the company values (what they believe in). Good corporate culture means the company workforce (including the top management and the rank & files) able to provide highly positive experience during those interactions. They are motivated, upbeat and offer leadership in a good way. Bad corporate culture? Means simply the opposite experience.
In some large companies, entry level executives till mid managers are very afraid to give suggestions and improvement ideas (that makes more than 50% of the total workforce!). They are waiting for orders from the top leaders (as high as board members) and interestingly the top leaders enjoy this “treatment”. Little that the tops realized the demise of innovation under their very own nose. In an extreme case, staffs get warning letters (2 letters!) after giving 2 ideas on how to improve their work. Reasons? Bypassed the managers because the staff submitted the ideas through “Suggestion Box”. This idea of politically correct “touchy-feely-kissy-assy” is a worrying trend.
In most companies, innovation is one of the most important words used in company values. This applies to large MNCs, big local corporates, SME and including micro enterprise. I recalled one conversation with a nasi lemak seller, “I have to make sure my sambal has to be better than anyone else. People around here like it sweeter compared to some place they like it spicier.” Knowing your customer preferences is one of the reliable sources of innovation opportunities. Innovation unlocks company potentials and allow them to compete positively in today’s highly competitive environment in any given niche possible. Often successful innovation focuses on customers needs and wants.
Innovation is important. Everyone knows that. Alas, not everyone understand how importance of innovation until they hit a roadblock. Often small companies hit many roadblocks compared to large ones. Therefore they usually innovate faster, better albeit smaller steps. Large companies are latecomers when it comes to innovation because the roadblocks that can stall their move are only the big ones, shape shifting and tectonic change. The small roadblocks can be overcome by commanding higher resources ie money, manpower or infrastructure. Hence, the large companies ability to change only happen when they got it big. Therefore the people in large companies are not trained on the job to seriously look at small roadblocks, to them these are just hurdles that they can skip, jump or push aside. You can’t cut queue in roadblocks, can u?
Because large numbers of workforce are not trained to innovate, they simply don’t have the skills to do so. All they know, when they face hurdles, just command more resources. More stuffs stuffed, without having to think what to take out in the process. This has been happening again and again, on and on until some day the resources drained. The roads become stuffed stucked. No more. The big roadblock come, hit them and they become immobilized.
The top management suddenly realized their workforce machinery unable to deal with it and oppss the machines stop functioning or go much much slower. Only then the top management come down to inspect. Its too late. They are stucked and it is so stuffy.
An example of simple innovation (yet neglected) in companies are many – no I don’t mean technology neither products not services. Let me give you an example. A Process Executive from Project Department said his department job is to receive process improvement instructions from other department. They are the document controller for processes. All they do is, receive processes instructions from various departments. Although some of the processes are conflicting from one department to the other. But because other departments don’t know in great details of each other’s processes, this issue is buried in the busyness of corporate demands.
Successful innovation comes when the Process Executive decided to bring this up and help facilitate the conflicting processes from the concerning departments. This simple act of creativity, whilst negligible and not in the job scope of the Process Executive (you can embed in job scope but not doing it is another problem), he takes it up and help facilitate to make a difference. Simply because he understands conflicting processes “it is not how the design (processes) should work.”
His refreshing approach is the simplest example of how “re-imagining” can help large organizations innovate at the smallest level. This act by the Processes Executive can be a cumulative and collective acts by thousands more executives and this inspired feelings are contagious. The ripple effects will enable large organizations deal with small roadblocks again or potentially avoid the big roadblock altogether. Alas, big roadblocks are the compounding effect of ignored small ones.
In conclusion, innovation as good corporate culture may kiss you goodbye even though you have “innovation” printed everywhere in your brochure, website or conference booklets. Maybe a kick in the teeth that you needed the most as wake up call. See you on the other side.
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