Everyday innovation report - Nesta

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24 25. Csikszentmihalyi, M. (1999) Op. cit. Figure 3: Working practices that facilitate innovation within organisations Managers provide practical support for new ideas and their application There is a 'we are in it together' attitude We strive for a reputation for being innovative The general management style is participative and collaborative The organisational goals are directly aligned with innovation Management practices actively enhance innovation There is a 'no blame' culture - mistakes are talked about freely so that other people can learn from them Resources and facilities are readily available for use in testing out new ideas Personal development objectives explicitly related to innovation are set Job assignments ensure that there is enough time and scope for trying out new ideas The appraisal system is directly linked to rewarding creativity and innovation Innovative thinking is often stifled 4.4 Managerial support and working practices that promote innovation Over half of the organisations surveyed reported having organisational goals that are aligned with innovation (see Figure 3). However: “Asking employees to innovate more is not the right approach as it is too generic and too disconnected from the real world” (Jurij Paraszczak, Director of IBM Research Industry Solutions in New York). The research literature clearly shows that in order to promote innovative working, organisational goals must be specific. 25 In supporting the goals, the three most common working practices cited by survey respondents to facilitate innovation were ‘managerial support’; a ‘we’re in it together’ attitude; and ‘a strive to acquire a reputation for innovation’ (see Figure 3). 0 10 20 30 40 50 60 70 80 90 100 Percentage 69 17 13 1 69 14 16 1 67 18 14 66 16 18 54 21 25 53 24 23 51 19 29 47 22 30 34 27 38 34 26 39 32 25 42 26 25 48 Strongly agree/agree Strongly Disagree/Disagree Neither Agree nor Disagree Don’t know Base: N=843-849 as non-responses are not included in the calculation of proportions However, as shown in Table 2, employees from public sector organisations cited significantly fewer relevant working practices as conducive to innovation compared to employees from the private sector. This is an important finding as the survey analysis finds that the prevalence of specific working practices to promote innovation serve as significant predictors of innovative working. “Public sector working practices dis-incentivise innovation. Paper chasing processes undermine judgements where over time the decision making process is weakened” (Su Maddock, Innovation Whitehall Hub). Results here show that different working practices are likely to be used in different sectors to achieve different business outcomes, as might be expected. For example, financial service organisations are more likely to offer 1 0 0 0 1 1 1 1 1 1
Table 2: Working practices cited as significantly more prevalent in the private sector compared to the public sector The general management style is participative and 73 60 supportive We strive for a reputation for being innovative 74 63 There is a ‘no-blame’ culture – mistakes are talked about freely so that other people can learn from them 60 44 Resources and facilities are readily available for use in 54 36 testing out new ideas Job assignments ensure that there is enough time 40 29 and scope for trying out new ideas The appraisal system is directly linked to rewarding 34 29 creativity and innovation Base: N=841, 9 respondents did not answer this section of the survey (p
Page 1 and 2: Research report: December 2009 Ever
Page 3 and 4: Executive summary The imperative to
Page 5 and 6: significant challenges in facilitat
Page 7 and 8: Box: Leadership and management styl
Page 9 and 10: • To use this framework to integr
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Page 13 and 14: Figure 1: Response to the current e
Page 15 and 16: Public sector innovation The Whiteh
Page 17 and 18: Part 3: Characteristics and behavio
Page 19 and 20: talented individuals looking for a
Page 21 and 22: Part 4: Organisational factors infl
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Page 27 and 28: innovation. Our results suggest tha
Page 29 and 30: Implications: • An organisational
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Page 33 and 34: Figure 4: Challenges with managing
Page 35 and 36: factors conducive to innovation. Th
Page 37 and 38: A measure of characteristics and be
Page 39 and 40: A diverse workforce is key to promo
Page 41 and 42: Table 5: List of available and most
Page 43 and 44: Key findings: • Organisations ten
Page 45 and 46: Assertion 2. Innovative working is
Page 47 and 48: Appendix B: Creating an innovation
Page 49 and 50: Key success factors for promoting i
Page 51 and 52: Resources Employees Leadership and
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