BUILDING AN INNOVATION CULTURE

By Sana Bagersh

If leadership is the engine that defines the face of innovation, then the institutional culture is the fuel that makes it happen. Leadership can drive innovation by acting as passionate advocates and culture ‘champions.

In many organizations, innovation is associated with an elite group, as a top-down mandate, led by highly paid consultants, and the purview of senior management. This should change, and opportunities broadened with more staff encouraged to participate in the innovation process.

It is also vitally important that innovation not be ‘owned’ by externally paid consultants. On the contrary, knowledge must be systematically transferred to internal staff even if external consultants remain to help in management and operation.

Opportunity should be afforded to those who come up with new solutions, especially those who are on the front lines of service. After all, who is better at offering rare insights on what end-users want and at identifying challenges and solutions than those directly working on the ground?

For innovation to thrive in an institution, it must be championed actively and celebrated effectively, through a rollout of programming that includes milestones and learning events.

To give innovation a solid launch, resources must be properly assigned, and stakeholders invited to offer buy-in and support. Internal comms should focus on spreading messaging, ensuring alignment to the institute’s vision, and affirming commitment to the enablement of staff.

Everyone wants to be part of a great institution that drives innovation. If it emanates positive energy and real change, people will come forward to work for it, and support it.