(In the last two weeks I’ve written about the hidden inhibitors of innovation culture. First I wrote about how strategy needs to be rooted in the human experience, and my second blog was about human-centered metrics. This article addresses rewards at work.)
Although organizational culture comprises a wide variety of factors, I believe three of them – strategy, metrics, and rewards – warrant closer scrutiny when the goal is to establish a “culture of innovation”. While these three factors are regularly deliberated, discussed and decided upon by the senior leadership teams, critical blind spots remain. Therefore, it is more likely that leadership creates innovation-inhibiting conditions by agreeing to:
1. An innovation strategy that is not rooted in the human experience,
2. Irrelevant or distracting innovation metrics, and
3. A reward system that doesn’t actually reward the deeper human needs.
Having the courage to go deeper into the realm of “humanness” creates an innovation force multiplier and can dramatically improve the successful innovation culture.
Your reward system is effective only when your people feel rewarded
Innovation efforts by their nature are about experimentation without guarantees for their success. In the best-case scenario, innovation efforts can result in new products, services, business models, and business processes. In reality, though, Continue reading Three hidden inhibitors of innovation (Part 3: Rewards)