How We’re Building a Culture That Supports Innovation at Chick-fil-A

Imagine if your company joined the ranks of the world’s most innovative companies — companies like Apple, Netflix, or Amazon. It’s possible, writes columnist Leo Chan, but only if you’re able to build a strong culture that supports innovation.

IL Master Class: Tactics and Timelines for Changing Culture

What does it mean to try to change the culture in an established enterprise to drive innovation, and how can you make your goals specific? Gary Getz and Michel van Hove of Strategos explain — and answer questions from corporate innovators — in this one-hour webcast replay.

How a Team at Intel Tackled a Big Challenge: Transforming Hiring and Work Habits

Jennifer Monnig spent the past three years leading an innovation team within the HR organization at Intel Corp. that sought to create a healthier and more collaborative culture, focused on getting things done in new ways. In 2017, that team has moved on to other projects, but much of its output has become integrated into the way that Intel operates today. “Some experiments lasted no longer than the experiment itself,” Monnig says, “but we’ve learned from everything.” She wrote this piece for Innovation Leader to capture some of those learnings.

Survey Questions: Is Your Company Getting More — or Less — Supportive of Innovation?

A regular survey for employees and managers throughout the organization is essential to understanding whether your work is having a broad, positive impact on the overall culture; whether you’re in neutral; or whether things are getting worse along some dimensions. Here are 20 questions to get you started…

Early data: Innovation budgets, CEO support, metrics, and risk tolerance

In February, we posted a survey designed to serve as a quick assessment of the maturity of corporate innovation programs — and how well they are being accepted by the culture. We’re sharing some early results from it — on topics like training, CEO support, co-creation, and business unit relationships.

What no one says about politics and culture — and how they impact innovation

“I’ve learned that culture and politics both will have big impacts on the course your innovation program follows. But most people don’t talk about them,” writes Sreten Gajic, a former new ventures executive at Assurant and Coca-Cola. Here’s his advice on how you can build structures that can get innovation to happen in any company.

Four Steps to Getting your Innovative Subculture to Spread

Michael Foster, who has developed innovation programs at companies like Dun & Bradstreet and Fiserv, provides four tips for nurturing and elevating the “subculture” of innovation that exists within large organizations. One challenge he highlights: Most companies have a tendency to over-complicate things. Here’s his advice.

Google exec: Foster 10X thinking, or you’re doomed to incrementalism

Leaders need to understand that fostering only incremental changes and improvements will doom a company to fall behind. Every company, says Google sales exec Todd Rowe, needs to set at least a few 10X goals — creating something ten times better than what exists today — and give employees the time and freedom to pursue them. Includes audio…

Changing culture: Inside Mondelez’s experiment

Changing culture inside a large company is really, really hard. Mondelez VP Bonin Bough explains how the company’s Mobile Futures initiative tackled culture change by connecting managers from nine of the company’s brands with nine startups — and shipping them out to spend a week working in the startups’ offices.

Climate for innovation: Estée Lauder, Pfizer, Sony + more

Who should innovation teams collaborate with in large organizations? Who should use new software tools first? And when is taking a field trip to Google your best option? Executives from Sony, Estée Lauder, Fisher-Price, and Pfizer share their tips for spreading creativity and innovation throughout large organizations. Includes audio.

Inside the Hidden Hunting Lodge at Dyn

A New Hampshire tech company created a private meeting place emblematic of its “quirky” and “enigmatic” culture.