The product experts have created the next breakthrough. Or maybe the services team has developed a new approach to customer service and maintenance. It is handed off to the sales team and the breakthrough or new approach will sell itself when presented to customers and prospects. If innovation sells itself, why are there so many stories of innovation failures?
Welcome back to our blog series on Creating a Culture of Curiosity. In the last post, we talked about the second essential around the meetings you run and changing the mundane meeting mindset, which can lead to breakthrough innovation. Today we are going to discuss the third essential to the culture you get is in the recognition you give. As we consider what it takes to “Create a Culture of Curiosity” to drive innovation in your organization, one reality stands front of mind for me. Culture is not what you say, but what you do.
Have you ever been to a meeting and wondered why you are there? All the topics seem pre-determined and the answers controlled. Does anyone really want your input? This blog is all about changing this mindset which can lead to breakthrough innovation. Welcome back to our blog series on Creating a Culture of Curiosity to lead innovation in your organization.
Asking questions is vital in creating a culture of curiosity as well as driving innovation. In our last post on creating a culture of curiosity, we introduced the struggling CXO barely keeping their head above water because of the changing environment and intense competition. The CXO needed to overcome business as usual and move beyond the status quo by initiating innovation within their organization. The CXO needs to foster a culture of curiosity. Essential number 1 to the culture you get is in the questions you ask.
Imagine a CXO who looks tired, stressed and worn down. When this person first took on the role, they were bright, happy and full of ideas. They were motivated by a vision to transform the structure and operations of the organization. Sadly, as happens to most, everyday responsibilities impeded this journey to change. Today, the pressures of increased competition, economic volatility and varying customer expectations direct the CXO to be predominantly concerned with keeping up with the changing environment and staying ahead of the competition. However, this approach only keeps their head above water. In order to become a hero to customers and employees, the CXO must overcome business as usual and move beyond the status quo.
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