Everyday innovation report - Nesta

48
“i-SMAT is based around defined key
behaviours that research shows are part
of established innovative organisational
cultures. The i-SMAT discussions establish a
measure of our ‘compliance’ with this set of
behaviours. This data can then be stratified
by function, level etc, and over time allows
us to identify areas of best practice. It also
indicates where we think specific actions
and interventions are required. The data
allow us to measure the effectiveness of our
interventions by collecting data before and
after, e.g. project leadership training. There
was some scepticism at first, but because
we shaped the method to fit our current
culture, i-SMAT has been a real success.
There’s still lots to learn but it has allowed
Supporting innovative working
The organisation introduced a number of
initiatives to support innovative working
including:
• Leadership development: a new training
and skills development intervention
for the senior management team on
project leadership (not management)
skills was introduced. The Executive
were committed to ensuring everyone
in the business had regular feedback,
that excellent performance is rewarded,
and that employees were presented with
stretching but realistic targets.
• Reward and recognition: A key area
related to the reward strategy (through
innovative working being explicitly
related to the bonus scheme) and a new
us to promote and measure the innovation
culture within our business and provides
guidance on the priorities for innovation
development”.
Richard Batley, UK HR Director says: “The
approach appealed to the rational side – an
approach that was essentially ‘data-driven’
fits with the current culture and this sector.
The approach works because it’s peoplecentred
and senior managers reinforce the
messages around innovation and the vision.
It also acts to review current processes
so feedback is timely. Every quarter, the
steering group meets to review the data and
decide strategy on next steps”.
ideas suggestion scheme with rewards
was instigated, called ‘Innov8’.
• Working practices and evaluation:
New processes and methodologies for
knowledge capture were introduced in
the Technical Centre. Concerted efforts
were made to bring together new crossfunctional
teams to work in product
development including Marketing,
Technical and Sales staff. The primary
motive was to deliver more effective
products. The teams were brought
together to accelerate the traction behind
new ideas and to promote long-term
sustained delivery of innovation. A new
staff opinion survey was launched in
which innovative working was a core
theme.