Innovation Culture Building

The best way to kill your team's innovative spirit is to punish failure. If you want to stay competitive, create a culture that doesn't penalize setbacks. Innovation, by definition, will yield "failures." That's part of the process. What's important is setting the expectation that while failure is okay, you are expected to learn from it. Part of that is having blame-free retrospectives that help identify faulty assumptions without unfairly punishing team members. It's also good to remind your team that even misfires can be additive. A great example is when Amazon's Fire smartphone bombed, but the technology was eventually used to develop the Alexa smart home service. Ultimately, creating an environment that encourages risk-taking isn't just a nice-to-have, it's a competitive advantage that all companies need to have.

A few years back, I proposed a "brilliant" idea to my leadership, and it got rejected. That day, I learnt what turns an idea into a funded project. 1. Find what matters to leadership and pitch that as the key advantage Your idea should tie directly into current business priorities, be it growth, efficiency, scalability, user retention, etc. Pitch it accordingly. If needed, tweak your idea to make that alignment stronger. 2. Show that you care, so do your homework well If others already believe in it, say so. Build a quick proof of concept or present a detailed idea, market study, potential impact, and execution plan. If you have support from some people, leverage it; remember, people trust ideas that others already back. 3. Understand who makes the decision and persuade them Map out the decision-makers and tailor your pitch to what matters most to them, not just to you. Persuade them and take early feedback. Keep them informed from the start, at t = 0. 4. Show why customers need it now, have proofs ready Have real signals ready, like user feedback, survey data, and public reviews. If it's an internal tool or system, bring quotes or examples from internal users that highlight the pain point and urgency. 5. Identify skeptics early and get them excited Every idea has potential detractors. Find them, talk to them, and bring them on board. For example, if you're proposing a new real-time analytics system, involve the team that owns the current analytics charter, as they're likely to push back. Their buy-in is essential, so get them on your side early. Hope this helps.

How do you create a culture in which disruption, change, and innovation are normal and part of everyday business? Do as Netflix did: create a “No Rules Rules” culture of freedom and responsibility. Most companies are stuck in routine, day-to-day work and find it hard to change and innovate, let alone embrace disruption. Yet, especially in the fast-changing and disrupted industries many organizations are in, doing so is key to surviving and thriving. As Netflix co-founder and CEO Reed Hastings and INSEAD professor Erin Meyer reveal in their book No Rules Rules, Netflix has found a way to achieve this and make disruption, change, and innovation part of the normal way of working. They did so by creating a culture of freedom and responsibility. Let that sink in: freedom AND responsibility. It is that particular combination that has made it work. Not just freedom, not just responsibility, but both. Their formula is deceptively simple and consists of three key elements that develop through three consecutive steps: • Talent: Hire the best of the best. • Candor: Encourage open, honest, and transparent feedback. • Remove controls: Gradually eliminate rules one by one. Repeating these three elements in three phases (in which the bar is constantly raised) leads to the following nine-step approach: Step 1 • Build up talent density by creating a workforce of high performers. • Introduce candor by encouraging loads of feedback. • Remove controls such as vacation, travel, and expense policies. Step 2 • Strengthen talent density by paying top of market. • Increase candor by emphasizing organizational transparency. • Release more controls such as decision-making approvals. Step 3 • Max up talent density by implementing the Keeper Test. • Max up candor by creating circles of feedback. • Eliminate most controls by leading with context, not control. Is it perfect? Of course not. Does it always work? Of course not. Aren’t there downsides? Of course there are. But for a long enough period, Netflix has demonstrated that this way of working can indeed lead to a culture in which disruption, change, and innovation are much more common than in the average organization. The lesson? Don’t imitate exactly what Netflix did, but understand the underlying mechanisms and adjust them to your own organization. #culturematters #talentmanagement #innovationmanagement [Featured in The Strategic Leadership Playbook. Originally published in June, 2023] More of this? For 63 more tools like this, plus step-by-step instructions for using them, get The Strategic Leadership Playbook.

Want to know Google’s secret to employee motivation? It’s so simple, any founder can start using it today: At Google, I’ve seen firsthand how recognition fuels engagement, collaboration, and retention. And surprisingly, it doesn’t take much—just a simple system called Peer Bonus. Here’s how it works: STEP 1 — Nomination Anyone can nominate a colleague for going beyond their core role. STEP 2 — Reward It comes with a small financial reward, but the real power is in public appreciation—managers, teams, and leadership see the impact. STEP 3 — Magic happens A ripple effect starts—when people feel valued, they contribute more. I’ve seen this in action countless times. A Googler helps another team solve a problem outside their immediate scope. Their contribution gets recognized with a peer bonus. Soon, others step up to do the same. Recognition becomes a habit, and collaboration follows. Why this matters (beyond Google): ✔ Motivation thrives on appreciation When people feel valued, they don’t wait to be told to go the extra mile, they just do it. ✔ Recognition builds culture No expensive perks required. Just a commitment to making great work visible. ✔ Startups can do this today No need for a formal system. A quick shoutout at a weekly meeting or a Slack highlight can have the same effect. 3 ways founders can build a culture of recognition: 1 — Start every meeting with a shoutout Take 2 minutes to acknowledge great work from the past week. It sets the tone for a culture of appreciation. 2 — Make recognition public Whether it's a Slack message, an email, or a team-wide announcement, make sure others see and celebrate contributions. 3 — Give specific feedback Don’t just say “Great job!” Be specific: “Avi helped us achieve X by doing Y. The total impact was Z.” Founders: How do you make sure your team feels seen and valued? #LifeAtGoogle

You great ideas will die without executive support. Here’s how to get it. (even when you have zero authority) Here's your playbook to sell your vision when no one reports to you: 1. 𝗦𝗽𝗲𝗮𝗸 𝘁𝗵𝗲𝗶𝗿 𝗹𝗮𝗻𝗴𝘂𝗮𝗴𝗲 ↪ Translate your idea into revenue, efficiency, or risk Say, "This initiative can reduce costs by 15% in Q3" ↪ Frame it through their lens Say, "Here's how this aligns with your strategic priority of..." 2. 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗦𝗶𝗹𝗲𝗻𝘁 𝗖𝗼𝗮𝗹𝗶𝘁𝗶𝗼𝗻 ↪ Pre-sell to influential stakeholders Say, "I'd love your perspective on this approach before the meeting" ↪ Create momentum before the pitch Say, "Several team leads have already expressed interest in..." 3. 𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗮 𝗣𝗶𝗹𝗼𝘁, 𝗡𝗼𝘁 𝗮 𝗣𝗿𝗼𝗺𝗶𝘀𝗲 ↪ Start small, prove value Say, "Let's test this with one team for 30 days" ↪ De-risk the decision Say, "We can validate the concept with minimal resource investment" 4. 𝗠𝗮𝗸𝗲 𝘁𝗵𝗲𝗺 𝘁𝗵𝗲 𝗛𝗲𝗿𝗼 ↪ Give them ownership of the vision Say, "Your support could transform how we approach..." ↪ Create space for their input Say, "I'd value your guidance on how to strengthen this further" 5. 𝗧𝗶𝗺𝗲 𝗶𝘁 𝗣𝗲𝗿𝗳𝗲𝗰𝘁𝗹𝘆 ↪ Align with budget cycles Say, "This could impact next quarter's objectives" ↪ Match organisational momentum Say, "As we're focusing on digital transformation, this initiative..." Remember: Authority isn't given, it's earned through trust and results. Your idea's success depends less on your title and more on how you position it. What's your best tip for getting executive buy-in? ↳ Share in the comments below 🔔 Follow Mostyn Wilson for more like this. __ Want fortnightly deep dives to make you even more successful? Try the Atomic Ambition newsletter: https://lnkd.in/eE287NTG

Forget top-down mandates. Real business agility comes from unleashing the innovators within your organization. Over the years at Make, we have spent a lot of time with our customers. Many of them disrupting their industry with new digital first business models. In these conversations, we consistently come across a certain mindset in people using our technology. They are re-thinking how to operate, re-imagining their business. These innovators are the ones driving real change, enabling businesses to stay nimble and agile. Those people are the ones making the difference, empowering them is the key to achieving business agility. So today, let me share with you a recipe that includes what we believe are the key ingredients to unlock this potential in your organization. First, there is the WILL. It’s the drive to innovate. This one is about the mindset. It’s the belief that they can solve and overcome any challenge. Fundamentally it’s their urge to discover, to persevere and to make breakthroughs. And you can impact this by inspiring them. By celebrating those who drive change. By showcasing where transformative solutions like visual automation, AI agents or no-code tools can be used to overcome day-to-day business challenges. It’s about inspiring people through use cases and success stories - to motivate people to achieve more of their own potential. Second, there is the SKILL. People’s ability to drive innovation. Whether people have a highly technical background or are self-taught doesn’t matter. It’s about fostering a culture of continuous learning and adoption of new technology. It’s about allowing your people to spend time on acquiring new skills to drive change, and to reinforce it with supporting these learning opportunities. And third, it’s about your business ENVIRONMENT. The organization around the individual, strengthening the innovators. The right environment is about promoting a culture of innovation, experimentation. Empower individuals. Let them fail fast and iterate. Allow them to challenge the status quo and embrace change. If you bring those ingredients together, you are creating a sweet spot. You are setting yourself up for making business agility a reality.  So, don’t wait for innovation to find you. Start to transform your business by impacting those three aspects for the innovators in your team. What steps are you taking to foster innovation in your company? #businessagility #nocode #automation 

Breaking Silos, Building Innovation: How SEA Milano Airports 🇮🇹 Transformed with FORTH … When SEA Aeroporti di Milano set out to innovate, they weren’t just looking for new concepts—they wanted to embed innovation into their culture. With 35 million passengers a year and a complex, diverse workforce, SEA faced a challenge familiar to many large organizations: how to break down silos and make change truly happen. Guided by Evidentia , a human-centered innovation boutique in Italy, SEA applied the FORTH Innovation Method to tackle diversity and inclusion in a structured, results-driven way. Instead of vague discussions and stalled initiatives, they focused on measurable impact, rapid implementation, and broad internal involvement. The Power of FORTH in Action • Over 600 employees participated in research, interviews, and testing. • 2,233 ideas were generated, leading to 43 concepts. • Seven innovation projects were selected, three of which were launched immediately. What made this a success? Top-down sponsorship and bottom-up engagement. From shift workers to senior executives, everyone had a voice. The process not only delivered concrete innovation projects but also created a lasting mindset shift—embedding inclusion as a core value at SEA. It was lead by three great skilled facilitators Anna Forciniti, Letizia Migliola (she/her) and Maria Vittoria Colucci. Key Takeaways for Innovating Across Silos 1. Engage all levels—from frontline staff to top leadership. 2. Create psychological safety—so diverse voices are truly heard. 3. Ensure fast implementation—so innovation doesn’t stall. 4. Build strong sponsorship—leaders must actively support change. 5. Use a structured method—like FORTH, to align teams and drive action. By applying FORTH, SEA Milano Airports didn’t just generate new ideas; they built an innovation culture that lasts. Want to see similar results in your organization? Let’s talk about how structured innovation can work for you! #Innovation #FORTHMethod #DesignThinking #DiversityInclusion #SEAInnovation

Over my 17-year corporate sales career, I’ve worked at 9 different companies and under 18 different managers. Here's the #1 most surprising trait the best environments had in common: PSYCHOLOGICAL SAFETY Harvard Business Review defines psychological safety as the “shared belief that it’s okay to take risks, to express ideas and concerns, to speak up with questions, and admit mistakes — all without being punished or humiliated for doing so.” One book changed my thinking on the subject: “Think Again" by Adam Grant. Throughout the book, Grant shares powerful examples from the business world, with this one takeaway: Companies that embrace a Learning Culture outperform those with a Performance Culture. At the heart of effective Learning Cultures? You guessed it…psychological safety. To illustrate this point, Grant points to two companies on both ends of this spectrum: Bridgewater Associates and Blackberry. BRIDGEWATER: Founded by Ray Dalio, it is one of the world’s largest and most successful hedge funds. Dalio instilled a culture of: ✅ Radical Transparency - Openly sharing ideas, regardless of position within the company; recording all meetings to ensure everyone can learn from each other’s mistakes and successes. ✅ Radical Truth - Team members are encouraged to question assumptions and provide feedback in an environment where learning from mistakes is expected. ✅ Meritocratic Decision-Making - Based on the best ideas, not the highest-ranking person’s opinion, so the team can contribute insights freely. BLACKBERRY: In contrast, Grant highlights Blackberry, which had a strong performance culture but lacked the elements of psychological safety and learning that Bridgewater exemplified. Blackberry’s culture was characterized by: 🚫 Resistance to Change - Blackberry’s leadership was convinced of the superiority of their existing products and strategies, leading to a lack of innovation. 🚫 Fear of Speaking Up - Employees were less likely to voice concerns or suggest new ideas, fearing negative consequences. 🚫 Top-Down Decision Making - Decisions were made by top executives without sufficient input from other employees. This rigid approach ultimately led to Blackberry’s decline as competitors like Apple and Google introduced more innovative and user-friendly smartphones. By contrast, Bridgewater has remained at the forefront of the hedge fund industry, consistently delivering strong performance and growth. The bottom line: Companies that focus solely on performance without fostering a culture of continuous learning and open communication risk stagnation and decline. Where would you prefer to hone your craft? Bridgewater or Blackberry? There's a clear winner here. Less hustle and constant pressure, and more innovation and continual learning. That’s how every performer can thrive. 🐝

My long-time mantra of “Governance for Transformation” underlines that governance is essential, all the more in rapid change. Yet it must be designed to enable transformation. If it slows organizational change, it can kill the organization. This framework covers the usual governance elements of compliance, intellectual property, bias, and privacy. It also focuses on positive, directional elements around how AI deployment can maximize value creation for organization, employees, stakeholders, and society. I find the framework can be very helpful in board and executive strategy sessions, not for diving into details, but for ensuring that there is an appropriately balanced view in shaping AI governance, including focusing on its positive potential. There are five critical layers: 🏗️ Foundations Foundations establish the essential infrastructure and compliance frameworks that enable responsible AI development. This vital layer ensures organizational values align with societal expectations while protecting intellectual property and maintaining robust technical systems. 🔍 Responsibility Responsibility governs the ethical implementation of AI through transparency, accountability, and fairness across all user groups. This dimension protects user privacy and security while actively identifying and rectifying biases in AI systems. 🚀 Performance Performance drives the optimization of AI systems for efficiency, accuracy, and effectiveness in real-world applications. This element embeds continuous learning while ensuring AI remains consistently reliable and safe as capabilities expand. 🧭 Strategic Vision Strategic vision connects current AI capabilities with future organizational evolution through innovative exploration and disciplined scaling. This forward-looking perspective prioritizes sustainability considerations while developing new opportunities for value creation as AI technologies advance. 👑 Leadership Leadership shapes the ethical boundaries of AI implementation while maximizing positive societal and economic outcomes. This dimension builds trust through transparent accountability while actively participating in broader ecosystems that create lasting contributions for communities and industries.