Managing Innovation, Design and Creativity

Chapter 30. The innovative organisation

Uncertainty and mystery are energies of life. Don't let them scare you unduly, for they keep boredom at bay and spark creativity.

—R.I. Fitzhenry, Innovation Network, e-mail 11 November 2002

In the case study of the Technology Partnership almost all aspects of best practice for innovation, design and creativity are represented. Every aspect of the organisation is aligned to support the culture, to support the company's ambition. Systems, processes, leadership style and culture all enforce one another and we find illustrations of best practice discussed in previous chapters such as an emergent strategy, strong emphasis on internal and external collaboration, conscious use of the physical work environment and a learning culture.

Two aspects that have played their part in each of the 10 case studies and are paramount for creating a successful organisation but have not yet been discussed are the main subjects of this chapter: leadership style and culture.

LEADERSHIP – THE MOST CRITICAL INGREDIENT

Those who have changed the universe have never done it by changing officials, but always by inspiring the people.

—Napoleon Bonaparte

If there is one single factor that is critical to innovation success it is committed and supportive leadership. In the literature there is far-reaching consensus about the importance of top management support in enabling successful new product development and innovation. Without clear senior management approval and encouragement ...