Everyday innovation report - Nesta
Everyday innovation report - Nesta
Everyday innovation report - Nesta
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Key success factors for promoting innovative working in Saint-Gobain British<br />
Gypsum<br />
The company has evaluated the success<br />
of the various initiatives over a number<br />
of years. The key success factors for the<br />
company in promoting innovative working<br />
are set out below. I-SMAT provides:<br />
• Ongoing, visible dialogue about<br />
innovative working from the senior<br />
management team.<br />
• A mechanism to increase motivation and<br />
commitment towards innovative working.<br />
• Direct feedback based on observable<br />
behaviours and facts regarding innovative<br />
working.<br />
• Self review of performance towards<br />
innovative working.<br />
Promoting an innovative culture<br />
Richard Batley, UK HR Director comments<br />
on the key steps in the development of the<br />
organisation tool. “There was no off-thepeg<br />
solution so we looked at our experience<br />
in Safety where we can honestly say we<br />
have achieved real change. To develop a<br />
culture that supports innovative working<br />
successfully, we had to establish a shared<br />
commitment that <strong>innovation</strong> matters, then<br />
work to get the right people involved from<br />
all functions, not just Technical. The reality is<br />
therefore that culture change is usually slow<br />
progress…what works in one organisation<br />
doesn’t necessarily work in another. With<br />
the i-SMAT approach, the whole intention<br />
was to catch people doing things right<br />
• Reminder for employees about the<br />
company suggestion scheme.<br />
• Reviews that are explicitly linked to the<br />
company vision and other company<br />
initiatives such as project leadership<br />
training.<br />
• A method that is relatively easy to<br />
implement built from previous successful<br />
interventions, and is cost efficient.<br />
• Data to evaluate changes.<br />
• A signal about what senior managers pay<br />
attention to.<br />
(not wrong) – making it rewarding. I<br />
think i-SMAT plays to the human need<br />
for recognition – positive conditioning if<br />
you like, as a Director, I’d much prefer to<br />
catch people doing something right! We<br />
took a multi-pronged attack, borne out of<br />
systemic thinking about innovative working<br />
i.e., ‘these will re-enforce this… that will<br />
detract from that’…Several years on, with<br />
a sustained effort <strong>innovation</strong> is now what<br />
people pay attention to with and we have<br />
an ongoing dialogue about innovative<br />
working. There’s still a way to go, our idea<br />
feedback for example needs to be better to<br />
sustain the commitment, so we’re looking at<br />
ways to do this”.<br />
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