
Innovation does not start with the ideas, it starts with the culture
Innovation is not only something I’m passionate about, but that more and more have become a key topic in almost every organisation, especially if they are going through a transformation period; or simply have been, or are about to be disrupted (even when they deny the possibility for this to happen in the first place).
More recently, I’ve been involved in something that I deeply love, and that is, looking for ways for innovation to happen. As an advocate of methodologies like the “Lean Startup” and someone that pursues simplicity , looking for ways of doing this differently, focusing on customers and users, value, but most importantly, what is the actual problem that needs to be solved, many things tend to come to light during this type of work; among this, the lack of focus towards the culture, and the need for a deeper change in it.
Yes, many of us have heard that is vital to promote a culture for people to be innovative and be creative; to encourage people to come with new ideas that can help the business propel to new highs, or simply into new markets. It sounds great, but, beyond the idea and statements, how is this happening?
Organisations need to realise that, for this to happen, is not only about just saying it. Actions go beyond the statement, and they have to start with empowering and supporting people, not only giving them the tools, but teaching them how to use them.
During this year’s Lean Startup Summit in London, one of the companies present on stage talking about their successes and challenges in this area, was ING. There, Janne Zengerink, ING’s “Global Lead for Innovation Transformation Coaches” talked about how they are doing it, and how important is to train people, rather than just expecting they will do it, and that they already know how to.
“We don’t give people a horse to ride by themselves. We support them with our coaches and support them all the way”
— Janne Zengerink
For me this is key, because of most of the time culture itself, seems to be something not taking into full account when it comes to digital transformation, and/or companies looking for new ways to do things; and that’s where problems start. I said before, “technology is not about technology, is about people”, and the same applies to innovation; is not about the ideas or the changes, is about the people coming with them, and the people affected by it.
Finally, Jean-Louis Gassée mentioned in a recent piece, about how Microsoft totally lost the game against Apple and Google when it comes to mobile. He described how beyond anything else, it was their culture that ultimately killed any chance of real market penetration.
“Culture is dangerous; under our field of consciousness, it sneakily filters and shapes perceptions, it’s a system of permissions to emote, think, speak, and do.”
— Jean-Louis Gassée
It was preventable, Gassée concludes, and although he described a very feasible (but fictional) scenario, the truth is, there are many other proven cases that we can relate to.
Nokia, Kodak and Blockbuster, all three not only failed to adapt, they didn’t prevent their fates because their leaders didn’t consider it necessary. That was their culture.

