Here's how you can balance the need for innovation with stability in your organization's culture change.

Things to keep in mind. Innovation is talked about, but it is difficult. Culture is how we do it here, not a statement on a page. 1. A clear vision serves as the compass. 2. Embracing mistakes as opportunities for learning. 3. Incremental Change: Implementing change in manageable increments - think atomic habits. 4. Engaging all stakeholders in decision-making - get ownership and commitment. 5. Regular and transparent communication. 6. Providing necessary training. Case in point, companies like Amazon and Google balance innovation and stability. For a more in-depth exploration of this topic, Darrell K. Rigby’s HBR article, “The Agile Organisation: Balancing Efficiency and Innovation, Even in Tough Times".

Every organisation needs a clear vision first. ‘Where do we want to go?’ Ideas generation should not be constrained. You can asses the Impact, Benefit and Achievability afterwards. The statement above feels like a lot of general management blah, blah. Most importantly. Always keep in mind that Paradigm shifts rarely come from people or groups already involved with an area of work. Ensure broad inclusion to your ideas generation.

Constructive leaders set goals and create safe spaces for people to take risks, try things and innovate. At the same time, people don't leave constructive leaders - you get innovation AND stability. So start by assessing the quality of your leaders and managers.

Antes de mudar, é importante entender "onde estamos" e "para onde vamos". Conhecer onde estamos e a real raz?o ( cultural, mercado, negócio, custos ) é importante para adequar a??es corretas iniciar a jornada. A mudan?a é uma jornada, que requer tempo, paciência e consistência.

Knowing where you are starting from is the foundation. Knowing where you want to go is great, but if you don't clearly understand your starting point, any plans you make could be undone as soon as you start. Can innovation sit alongside stability or do they counter-act each other? Innovation comes from a place of psychological safety, which in itself can create a sense of stability for people. Unless people have that sense of security, they are unlikely to allow themselves to fail how they need to to innovate. If they feel likely to be judged, they aren't going to open up to wild ideas that create the creative environment that innovation needs. Creating a safe and stable team creates the culture you need for innovation to flourish

The key is corporate and workplace culture mindset allow for Change and Innovation. And, teams do not feel in conflict with stability. This is one of the strengths of Korean companies-- change is expected and an expectation things can turn on a dime based on the market.

Primeramente, deberíamos definir los objetivos estratégicos y valores fundamentales. Esto nos permitirá establecer una dirección clara y coherente para nuestros esfuerzos de innovación y cambio cultural, asegurando que estén alineados con nuestra misión y visión organizacional.

Innovation is an element needed at all job levels no matter which sector or industry, with variation of course. Creating innovation and creative hubs within companies is a way to listen to creative ideas and in the same time channel them properly into the right vision and business need. Creative employees must also feel safe and appreciated to share their ideas. It is a management role to create this space and know when to realize the innovation is no longer serving the business but rather is becoming an obstacle to move forward. Best innovative ideas must be also rewarded so that with time useful innovations becomes a practice to be cherished.

Staff are only part of the picture. The ideas for innovation should be born from continuous listening to all the people in the organization's ecosystem - employees, customers, partners, shareholders etc. By using a smart blend of methods like interviews, focus groups, surveys and also observation based methods, organizations can uncover both articulated and unspoken needs for change. This is where the opportunities for innovation (which leads to change) are highest. In the change process, change leaders need to communicate a compelling case for change to all affected players of the ecosystem. Rooting this story in the voice of the ecosystem is a powerful way to bring different players on board and enroll them in making the change happen.

El involucramiento del personal en relación del cambio organizacional en el antes, durante y después es una de las fortalezas que favorece en la apertura de nuevo canales, ajustes y entendimiento de los gestores del cambio. El formato para realizarlo dependerá de la cultura y sector pero siempre encontrando formar que logren conexiones con el objetivo de cambio, donde este presente la expresión e innovación.

INVOLVEMENT drives COMMITMENT … if you want people to buy in they must feel they are being seen and heard. Culture is simply the “way things get done around here” and that comes from the people. So ensure that your consult, listen and enquire across a range of your organisation when proactively developing your culture. John Kotter author of many excellent books on change best describes this as involving a “diverse many” rather than a “select few”.

The most productive change happens when people feel ownership. In 2011, a person at Harvard Business School had people guess the price of an Ikea shelf. Half the people, though, were asked to build it first. The people who built it continually priced it higher. This is now known as the IKEA Effect. In the workplace it means that employees will have greater ownership and acceptance of change if they are involved in the process. If you’re interested in success, then including and listening to your employees is non-negotiable.

One of the useful features is ensuring that everyone buys into the vision and they feel that they belong and their inputs are valuable. Creating an inclusive culture where people are encouraged to contribute to innovation increases trust. Healthy competition, collaboration and learning forums are critical for sustainability. Measure the curiosity appetite in the organisation encourage people to have a beginner’s mind and sought new ways of tackling challenges. Encourage a changed mindset of recognising that challenges provide new opportunities for innovation. Create a peer coaching culture.

In today's fast moving world, change is no longer a single event to navigate but a regular tension to manage. A key strategy for helping stakeholders manage change is to reframe it as transition. Change happens to you while transition happens with you. Change is situational - transition is psychological, and it's the psychological shifts that must be carefully navigated. Bill Bridges has done seminal work on this topic and has a 3-phase framework I've found helpful in any season of change. Phase I - The Ending Every transition begins with an ending. Phase II - The Neutral Zone Losing sight of the shoreline and living in the liminal space between the known & unknown. Phase III - The New Beginning Relearning what was once intuitive.

Yes,managing the change is key,but to make a change sustainable it is essential to build strong bases for it. Understanding the change maturity levels in a organisation can help to identify where to focus the efforts.I’ve used these: 1. To check if there is a structured change management methodology that is applied to most projects and initiatives including indicators. 2. To identity the levels of sponsorship and commitment in decision-making and strategic design of change practices by the leadership team 3. Change management is understood and promoted as a corporate value, with a defined plan for the entire organization. Gaps can be closed with initiatives to strengthen any of these areas and take the organisation to the next level

Just identify the individuals that are prone in each direction It’s pointless trying to make indicators out of stabilizers or stabilizers out of innovators First select .. then proceed with setting visions with each group If you want the innovators to thrive make sure you put suitable innovators in charge .. but also start adding some stabilizers to complement with their shortcomings

There is a need to balance getting stakeholder input so people feel part of the change and ensuring clear decision making authority to move innovations forward. Along with this, recognizing and verbalizing the challenges that come with change can help normalize the growing pains that may occur.

Le processus créatif est un processus aléatoire qui génère de nombreux risques pour l’équipe et l’entreprise (motivationnels, émotionnels, cognitifs ou économiques). Aussi la prise de risque est encouragée. Autoriser l’équipe à prendre des risques en pertes acceptables sans crainte de l’échec est déterminant pour les succès futurs. La recherche montre que pour stimuler le potentiel créatif de l’équipe, il est indispensable d’allier les compétences cognitives de l’équipe (idéation, pensée divergente, résolution de problème, etc.) à un sentiment de sécurité éprouvé par le collectif.

5. Foster Agility ##Flexible Processes: Implement flexible processes and structures that can adapt to changing circumstances and support innovation. ##Continuous Improvement: Encourage a mindset of continuous improvement, where employees are empowered to suggest and implement improvements. ##Rapid Experimentation: Promote rapid experimentation and prototyping to test new ideas quickly and learn from failures.

Balancing innovation with stability in the quality management department of garment industries involves several strategies: 1)Implement Robust QMS: Adhere to standards like ISO 9001 for consistency while allowing innovation. 2)Continuous Improvement: Regularly review processes and incorporate feedback to prevent quality issues. 3)Training: Provide ongoing training to keep staff updated with the latest techniques. 4)Supplier Management: Maintain strong relationships and evaluate supplier performance. 5)Audits and Inspections: Conduct regular audits to detect defects early. 6)Leverage Technology: Use advanced technologies for efficient quality control.

Fostering agility is key in companies today. I have found that companies that expect change and foster agility are much more nimble and able to make changes more quickly in response to market shifts. This gives them an edge on competitors who are stuck in the old ways of doing things. Organizations need to innovate to remain relevant.

Agility is a key factor for success. Wardley mapping can help you build agility by visualizing your organization's dependencies and identifying areas where you can and can′t increase flexibility. This can involve moving from centralized to decentralized decision-making, or adopting practices like experimentation and rapid iteration.

I agree, an agile culture where people are encouraged to develop ‘lateral agility’ with the ability to move from side to side while maintaining balance. It’s a shift in mindset for some, but it’s natural as humans constantly adapt. Recognising some find this challenging, particularly in a VUCA world where stability feels transient. To develop this culture a strong containing leadership that also encourages innovation and improvement as part of daily life. The small changes people make (aligned to strategy) enables organisational transformation daily as well as the big focussed programmes.

Values need to be looked at collectively (most organisations have 4-5 values). What is the picture they create of the ideal employee persona. Is the employee like to embark on change/ innovation or stick to doing more of the same? Values that highlight thinking differently need to be cherished and reinforced.

Definierte Unternehmenswerte und Führungsleitlinien sind Leitplanken für diesen Prozess. Aus meiner Erfahrung ist es zielführend in den Führungsteams sowie den operativen Team regelm??ige Wertereviews zu installieren, um das t?gliche Leben der Werte zu garantieren.

Una utilidad que he encontrado es que reforzar los valores durante la gestión del cambio es fundamental para mantener la conexión cultural y garantizar que las iniciativas de transformación estén alineadas con la identidad y los principios fundamentales de la organización. Reafirma los valores clave de la organización e intégralos a la planificación, también se pueden reconocer y premiar los comportamientos alineados con los valores.

Reinforcing values is rhetoric, the single reason the Values organisation cite as their core values are often not demonstrated consistently. Leaders must go beyond by role modelling the Values, much research backs this up. Your people pick up on the lack of authenticity when Values are not role modelled from the top, and everywhere else.

For the culture change and innovation with stability it's very important to have a continuous training of the staff on the industry guidelines, know how of existing technology as well as the knowledge of latest technology. If the training part is missing it would result in the reversal of the change.

Make Innovation the top priority and stability subservient to it. Else you will invariably have micro innovations because someone's boat will always be rocked. The important part is to do a thorough risk assessment, project the financial impact of the temporary instability and have a detailed change management plan as innovations are being put in place

After many assignments in corporations, I see that culture change doesn't create an imbalance between the need for innovation and stability. In a "living organization", there is a constant ability to notice changes around, in order to follow and sometimes precede new trends. Innovation by essence is movement, and stability is not immobility. I'd rather reframe the suggestion into "how the need for innovation **will support** stability in your organization's culture change". Most of the answers in the article are relevant then: a vision where every stakeholders sees the future they're contributing to, participation as early as possible, shared values, agility. I would add a clear and shared decision-making framework.

The best way to prevent conflict between existing systems and innovation, is change to create an innovative culture. That can be achieved ONLY if the leaders understand: 1. Culture 2. Innovation 3. Change. If you want to know more, contact me.

Composez une équipe de membres issus de cultures et de disciplines différentes, dotés de la personnalité et des traits cognitifs requis pour la créativité, entretenez des relations de confiance entre eux, favorisez un environnement où les équipiers se sentent en confiance et en sécurité pour libérer leur créativité, tout en limitant les contraintes organisationnelles.