Building cultures that drive innovation

Yesterday, the corporate blog of Spanish infrastructure multinational Ferrovial published one of my occasional contributions in its English language edition: “Building a culture of innovation”, which explored the different approaches to human relations between traditional companies and those that understand the importance of innovation.

Innovation is increasingly reflected not just in R&D budgets or the activities of specific departments, but in building and encouraging a culture within the company that drives it. Companies with a reputation for innovation stand out because they are able to attract and retain people looking for more than just a stable job and a salary, and instead desire motivation, a belief that what they are doing drives change, improvement, and that they are contributing to a project. This is an attitude required not just by those in engineering or development, but one that must extend throughout the entire organization.

This requires companies to become virtual universities, constantly creating opportunities to help their employees learn through exposure to activities of all kinds: talks, workshops, reading circuits, active channels to discuss trends and relevant news, etc. This sense of responsibility to be relevant and in step with the times is far from the norm in traditional companies, where many people still reach their position through a combination of initial training and skills acquisition, only to grow comfortable in their post over the years or at best apply the occasional coat of what we might call knowledge varnish. The idea of ”learning to learn”, of working together within the company to create an environment similar to that in classrooms where students actively participate, aware that getting the most out of the learning process is not about their individual marks but on their contribution to the dynamics of the group. Increasingly, the most innovative companies no longer think in terms of “we are going to incorporate this technology”, but instead, “we are going to make the whole organization, at every level, understand it, eat, sleep and breathe it, and remember it at all times,” because this is the only way to convert it into the active ingredient in all its products and services.

The anecdote about a young property registrar I mention in my article is real: it happened several years ago, and the person involved, whom I remember perfectly, was no simpleton. He was competent and had passed tough entry exams into his profession, although that was largely a reflection of his impressive memory and he seemed reasonably aware of the world around him, unlike many of his colleagues, who after years locked away in study, often lose touch with reality. That said, he is not the type of person I would want to work with directly, nor would I want him in my company: somebody who believes that because he has studied and passed an exam he is entitled to a job. He wasn’t a bad person, he just had the wrong attitude. Today, nobody is entitled to this or that position, but should instead earn it based on attitude and a capacity to contribute by more than simply fulfilling a task. Working in an innovative company is not just about doing what you are told: there is also a kind of psychological contract that includes many other requirements. Having this or that qualification is only relevant at the interview: within a few months your training could be outdated and new developments in your area will have emerged. Your contribution to a culture of innovation is measurable, tangible and is reflected in attitudes, in ways of doing things, in carrying out projects that go beyond the simple definition of a task. Companies that understand this, appreciate and value people with these kinds of attitudes. Those that do not, see them as threats and marginalize them.

Innovation is no longer the responsibility of a particular department or a group of people within a company: truly innovative organizations extend it to all levels, putting it at the center of their mission to attract and retain the best talent: “if you want to be relevant, you will want to be in a company like ours, because this is where things happen, where you need to be”.

This is a completely different concept of work and that requires a completely different attitude, on both sides of the relationship. If you’re looking for innovative companies, you’ll recognize them. If your company is looking for people who can help drive innovation, you’ll see it in the people you interview as part of the selection process, in the people you work with every day, at all levels, and it’s even possible it’s part of your company’s reputation.

Innovation is a complex formula and one that isn’t easy to apply. But with each day, it’s what sets some companies apart from others, as well as the people who want to work for them.

(En espa?ol, aquí)