Lessons from Leading CEOs on How to Create a Culture of Innovation
Based on interviews conducted over the past four years with over 200 CEOs of some of the world's most innovative organisations, Bryant's new book collates their insights on how to build and foster a high-performing corporate culture that encourages innovation and drives results through the passion and energies of employees.
Culture trumps strategy
'Culture' is an amorphous concept, Bryant acknowledges, with many managers just 'letting it happen'. Yet he is clear that, although managers tend to focus on results, it is actually culture that drives those results. He also says that innovation is a by-product of culture.
So what are some of the drivers of an effective culture?
Foundations of an effective culture include:
- Have a simple plan, with just a few clearly identified goals
- Ensure an environment of respect, engagement and teamwork
- Avoid preponderance of emails where CC loops create protracted arguments; culture is built from relationships between people and emails can damage relationships
- Adult conversations are sometimes necessary; most people try to avoid 'difficult' conversations yet candid and open communication needs to happen
- Silos can topple great companies - there needs to be an overarching, simple plan that is communicated compellingly in order to keep large organisations outward-facing
A quirky cultural tool
Bryant puts forward an unusual approach to helping people to work well with their CEO - putting together a 'user manual' for their personal quirks; a sort of FAQ as to how to deal with them.
A user manual recognises that we all have our idiosyncratic preferences, and people will work together more effectively if they get to know each other’s quirks quickly. As one CEO interviewed by Bryant put it, “Why not tell people up front, and remove the mystery?”
"To win in the marketplace, you must first win in the workplace."Doug Conant