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Hr as a driver for organizational innovation 2013
 

Hr as a driver for organizational innovation 2013

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It is widely accepted that innovation is vital to long-term success. HR must rise to this challenge and build innovation into the way people at all levels think and work every day.

It is widely accepted that innovation is vital to long-term success. HR must rise to this challenge and build innovation into the way people at all levels think and work every day.

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    Hr as a driver for organizational innovation 2013 Hr as a driver for organizational innovation 2013 Presentation Transcript

    • June 2013 HR as a driver of organizational innovation
    • 2 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Introduction to innovation ■ This year, business leaders cited innovation as one of the top three global challenges they faced(a) and, in a recent survey, 83% of senior executives said innovation was vital to their long term success(b). ■ Against a backdrop of increasingly uncertain, competitive and changing global conditions, this result is telling. Innovation is clearly viewed as a critical driver of business success and long term competitive advantage. ■ The survey also revealed that the top innovation strategies predominantly focused on people and human capital issues, as opposed to technology. These strategies include: – find, engage and incentivize key talent for innovation – create a culture of innovation by promoting and rewarding entrepreneurship and risk taking – develop innovation skills for all employees. “Innovation is the single most important predictor of future growth.” Economist Intelligence Unit: 2009 (b) Why does innovation matter Note: (a) Conference Board CEO Challenge 2013 (b) EIU: Fertile Ground: Cultivating a talent for innovation. February 2009
    • 3 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Introduction to innovation ... contd. “The biggest obstacle for innovation is the fact that the existing organization has to deal with the here and now – that‟s their task – and they will see innovation as a threat.” Ben Verwaayen CEO, Alcatel-Lucent Trends in innovation ■ Investment decisions are tied closely to whether an organization has a focus on incremental or transformational innovation. ■ Particularly in the current economic environment, organizations struggle with balancing demands for short term performance with longer term strategic gains. ■ Undoubtedly, the global economic downturn has resulted in many organizations focusing on short term deliverables however this has not necessarily positioned them well for recovery.
    • 4 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. There is increasing awareness of innovation for competitive success, as well as recognition of the difficulties in exploiting its potential… Classic responses, such as those listed below, have either failed or are no longer relevant: Companies that make a long term commitment to research and innovation create a competitive edge over those that do not. Conference Board CEO Challenge 2012 hire creative people and set them free serendipity to hope for the best ad hoc unstructured approaches attempt to „do an Apple‟ and replicate another organization‟s successful strategy buy in innovation consultants to kick start the process through creativity exercises.
    • 5 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Successful innovators have an established culture of innovation supported by organizational execution… There is no statistically significant relationship between financial performance and innovation spending Booz & Co, Global Innovation 2010 A mindset that sets the expectation that focusing on innovation is how we operate Constant attention to „the small things‟ that reinforce a culture of innovation Organizational capability to convert creativity into value, fully aligned with corporate strategy Established networks – internal and external – to drive innovation
    • 6 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. What does innovation mean for your organization? In many organizations there is still a focus on incremental innovation. Research suggests that 80% of funded innovation initiatives are incremental. Corporate Executive Board Quarterly Q3 2012 Is strategic innovation possible? Should we hope we get lucky? Can we continue to muddle on? Who is driving innovation? Where is the next breakthrough going to come from? How do we currently support innovation?
    • 7 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. HR and the levers for innovation
    • 8 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. HR is perfectly placed to develop and sustain the kind of cultural transformation required if a company is to achieve its innovation objectives... Performance management Relentlessly and consistently convey the correct signals about innovation to every employee within the company Reward and recognition Reinforce the importance of innovation activity and outcomes through the use of recognition schemes that encourage and inspire employees to innovate and to share ideas – even if the idea fails Talent management for individuals Ensure all employees understand clearly the skills and behaviours required to successfully innovate Talent management for teams Unleash innovation by joining a company together Talent management for leadership Adopt a 24/7 radar mindset, investing in training if necessary and 24/7 radar thinking as key criteria for recruiting and for performance management appraisals Identifying critical roles Identify which employees disproportionately drive value, develop these people to lead and fill your pipeline with other value drivers to replace them as they move up Organizational design Simple structure with only a few boundaries sparks innovation Internal communication Encourage networking across different parts of the organization and outside the organization. Employ technological tools capable of overcoming constraints caused by dispersed offices Change management Facilitate the introduction and implementation of new working practices that drive innovation
    • 9 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. HR: What is your level of ambition? ■ Considers that innovation is best left alone ■ Eliminates policies and processes that constrain innovation Do nothing 1 Minimalist 2 Moderate 3 Proactive 4 ■ Targets and enhances specific HR practices with high leverage for innovation, notably in recruitment, rewards and retention ■ Supports HR strategic planning to ensure HR priorities are consistent with strategy innovation imperatives ■ Advances leadership development and succession to embed innovation within leadership ■ Talent management acquires, develops, motivates and retains those who will make innovation happen ■ organizational effectiveness: facilitates organizational design and cultural change to ensure innovation is part of the organizational DNA
    • 10 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG HR innovation framework
    • 11 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. What role does innovation play within our business strategy? The KPMG HR innovation framework Mapping out the specific focus of the innovation effort within overall business strategy Context: the business environment in which we operate Priorities: the focus of our efforts Philosophy: the way in which we tackle the innovation challenge The „big 11‟ factors that are helping or hindering the innovation enterprise Profile to establish credibility Priorities to: Eliminate the blockages Do the basics phenomenally well Implement high impact practices Support strategic change and renewal Is HR well aligned to the innovation enterprise? What is helping or hindering our innovation activity? The innovation imperative The role of HR in innovationThe innovation dynamic KPMG’s HR and innovation framework contains three key components: 1. the innovation imperative which explores the specific focus of the innovation effort and what the organization is trying to achieve through innovation 2. the innovation dynamic which determines what is helping or hindering the innovation agenda 3. the role of HR in innovation which explores how HR can use particular levers to reinforce and drive innovation CultureProcessStructure Room at the top Connectivity of networks Employee discretion 24/7 radar screen Nuts and bolts obsession Spanning boundaries Courageous conversations Current world is not enough Diversity gains OK to fail Everyone‟s job
    • 12 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation imperative – key questions ■ What is the business environment in which we operate? ■ How clear is the organization about current and emerging opportunities within the market place? ■ What does customer feedback indicate about shifting expectations? ■ How effective is competitor intelligence in identifying the strategies and tactics of established and new players? ■ Are we in the innovative game, or lagging some way behind? Context ■ How clear is the organization about its innovation focus? ■ What are the key battle grounds for future competition? Directed in one area or across several arenas? ■ Which of the following „value disciplines‟ are the focus of innovative efforts? ■ Product leadership. ■ Operational excellence. ■ Customer intimacy. Priorities ■ Is innovation seen as fundamental to the organization and how it operates or a discrete activity within specific functions? Why? ■ How open versus closed is the organization‟s approach to innovation? ■ How ambitious is the organization in committing resources to move quickly to advance the innovation agenda? ■ What are the opportunities and risks in making progress? Philosophy ■ Percentage of airtime spent on innovation in top management briefings, meetings. ■ Frequency of the innovation word in publicly available information (e.g. web site, corporate reports). ■ Frequency of the innovation word in internal communication. ■ Percentage of executive directors who have led a significant innovation. ■ Innovation ratings from employee engagement surveys. Snoopology metrics
    • 13 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. CultureProcessStructure ■ Room at the top ■ Connectivity of networks ■ Employee discretion ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The innovation dynamic – some key questions to ask Room at the top Connectivity of networks The ‘big 11’ factors that are helping or hindering the innovation enterprise Employee discretion Note: (a) Making innovation structures work: McKinsey Global Survey results McKinsey Quarterly, September 2012 ■ How integrated is innovation in the corporate strategy? ■ Do top team members possess the capabilities to manage risk and convert creativity into value? ■ How much attention is given to the identification and management of innovative talent in succession reviews? How integrated is innovation in the corporate strategy? ■ How integrated is innovation in the corporate strategy? ■ Do top team members possess the capabilities to manage risk and convert creativity into value? ■ How much attention is given to the identification and management of innovative talent in succession reviews? ■ Is work organized around narrowly defined job descriptions – or looser role profiles? ■ Do employees have the time and space, tools and resources to make an innovative contribution?
    • 14 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. CultureProcessStructure ■ Room at the top ■ Connectivity of networks ■ Employee discretion ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The innovation dynamic – some key questions to ask Room at the top The ‘big 11’ factors that are helping or hindering the innovation enterprise Employee discretion Note: (a) Making innovation structures work: McKinsey Global Survey results McKinsey Quarterly, September 2012 ■ How integrated is innovation in the corporate strategy? ■ Do top team members possess the capabilities to manage risk and convert creativity into value? ■ How much attention is given to the identification and management of innovative talent in succession reviews? How integrated is innovation in the corporate strategy? ■ Is work organized around narrowly defined job descriptions – or looser role profiles? ■ Do employees have the time and space, tools and resources to make an innovative contribution? Connectivity of networks ■ How integrated is innovation in the corporate strategy? ■ Do top team members possess the capabilities to manage risk and convert creativity into value? ■ How much attention is given to the identification and management of innovative talent in succession reviews?
    • 15 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. CultureProcessStructure ■ Room at the top ■ Connectivity of networks ■ Employee discretion ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The innovation dynamic – some key questions to ask Room at the top The ‘big 11’ factors that are helping or hindering the innovation enterprise Note: (a) Making innovation structures work: McKinsey Global Survey results McKinsey Quarterly, September 2012 ■ How integrated is innovation in the corporate strategy? ■ Do top team members possess the capabilities to manage risk and convert creativity into value? ■ How much attention is given to the identification and management of innovative talent in succession reviews? How integrated is innovation in the corporate strategy? Employee discretion ■ Is work organized around narrowly defined job descriptions – or looser role profiles? ■ Do employees have the time and space, tools and resources to make an innovative contribution? Connectivity of networks ■ How integrated is innovation in the corporate strategy? ■ Do top team members possess the capabilities to manage risk and convert creativity into value? ■ How much attention is given to the identification and management of innovative talent in succession reviews?
    • 16 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation dynamic – some key questions to ask ... contd. 24/7 radar screen ■ Is work organized around narrowly defined job descriptions – or looser role profiles? ■ Do employees have the time and space, tools and resources to make an innovative contribution? CultureProcessStructure ■ Room at the top ■ Connectivity of networks ■ Employee discretion ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The ‘big 11’ factors that are helping or hindering the innovation enterprise Nuts and bolts obsession Spanning boundaries Courageous conversations ■ How alert are your people to the strategies and tactics of current and emerging competitors? ■ What links do you have with trend-spotting gurus, futurologists, think tanks ■ Do innovation processes exist? ■ What training and development is provided to employees in relation to these processes? ■ How often are these processes reviewed and updated? ■ Does the organizational culture support cross-functional and cross regional working? Or does the company‟s political dynamic put up barriers? ■ What use is made of social media and crowdsourcing to draw on wider experience and wisdom? ■ Does the physical infrastructure (buildings, layout, facilities) facilitate „the bump in‟ factor?
    • 17 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation dynamic – some key questions to ask ... contd. CultureProcessStructure ■ Room at the top ■ Connectivity of networks ■ Employee discretion ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The ‘big 11’ factors that are helping or hindering the innovation enterprise Spanning boundaries Courageous conversations ■ Do innovation processes exist? ■ What training and development is provided to employees in relation to these processes? ■ How often are these processes reviewed and updated? ■ Does the organizational culture support cross-functional and cross regional working? Or does the company‟s political dynamic put up barriers? ■ What use is made of social media and crowdsourcing to draw on wider experience and wisdom? ■ Does the physical infrastructure (buildings, layout, facilities) facilitate „the bump in‟ factor? 24/7 radar screen ■ Is work organized around narrowly defined job descriptions – or looser role profiles? ■ Do employees have the time and space, tools and resources to make an innovative contribution? Nuts and bolts obsession ■ How alert are your people to the strategies and tactics of current and emerging competitors? ■ What links do you have with trend-spotting gurus, futurologists, think tanks
    • 18 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation dynamic – some key questions to ask ... contd. 24/7 radar screen Nuts and bolts obsession Courageous conversations ■ Is work organized around narrowly defined job descriptions – or looser role profiles? ■ Do employees have the time and space, tools and resources to make an innovative contribution? ■ How alert are your people to the strategies and tactics of current and emerging competitors? ■ What links do you have with trend-spotting gurus, futurologists, think tanks ■ Does the organizational culture support cross-functional and cross regional working? Or does the company‟s political dynamic put up barriers? ■ What use is made of social media and crowdsourcing to draw on wider experience and wisdom? ■ Does the physical infrastructure (buildings, layout, facilities) facilitate „the bump in‟ factor? CultureProcessStructure ■ Room at the top ■ Connectivity of networks ■ Employee discretion ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The ‘big 11’ factors that are helping or hindering the innovation enterprise Spanning boundaries ■ Do innovation processes exist? ■ What training and development is provided to employees in relation to these processes? ■ How often are these processes reviewed and updated?
    • 19 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation dynamic – some key questions to ask ... contd. 24/7 radar screen Nuts and bolts obsession ■ Is work organized around narrowly defined job descriptions – or looser role profiles? ■ Do employees have the time and space, tools and resources to make an innovative contribution? ■ How alert are your people to the strategies and tactics of current and emerging competitors? ■ What links do you have with trend-spotting gurus, futurologists, think tanks CultureProcessStructure ■ Room at the top ■ Connectivity of networks ■ Employee discretion ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The ‘big 11’ factors that are helping or hindering the innovation enterprise Courageous conversations ■ Does the organizational culture support cross-functional and cross regional working? Or does the company‟s political dynamic put up barriers? ■ What use is made of social media and crowdsourcing to draw on wider experience and wisdom? ■ Does the physical infrastructure (buildings, layout, facilities) facilitate „the bump in‟ factor? Spanning boundaries ■ Do innovation processes exist? ■ What training and development is provided to employees in relation to these processes? ■ How often are these processes reviewed and updated?
    • 20 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation dynamic – some key questions to ask... contd. Diversity gains OK to fail Everyone’s job ■ Are individuals and teams encouraged to leave their comfort zones? ■ Are stretch goals established to reflect business ambition and how do these compare with the aspirations of established and new competitors? ■ Does the induction and socialization process encourage employees to bring their unique personalities to work? Or park them at the door? ■ What is the organization‟s philosophy and approach to risk management? ■ How prominent is innovation in organizational briefings and updates? ■ How well are innovators supported by their colleagues and managers when it comes to workloads and deadlines? ■ How are employee innovations highlighted and celebrated internally? Culture ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The ‘big 11’ factors that are helping or hindering the innovation enterprise Structure ■ Room at the top ■ Connectivity of networks ■ Employee discretion Process ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations Current world is not enough ■ Does the top team speak directly about the business challenges facing the organization? ■ How are performance reviews conducted? With authenticity? Or do managers simply go through the motions and tick the box? ■ Who enjoys promotion? Employees who speak the brutal truth or those who opt for an easy life?
    • 21 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation dynamic – some key questions to ask... contd. OK to fail Everyone’s job ■ What is the organization‟s philosophy and approach to risk management? ■ How prominent is innovation in organizational briefings and updates? ■ How well are innovators supported by their colleagues and managers when it comes to workloads and deadlines? ■ How are employee innovations highlighted and celebrated internally? Culture ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The ‘big 11’ factors that are helping or hindering the innovation enterprise Structure ■ Room at the top ■ Connectivity of networks ■ Employee discretion Process ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations Current world is not enough ■ Does the top team speak directly about the business challenges facing the organization? ■ How are performance reviews conducted? With authenticity? Or do managers simply go through the motions and tick the box? ■ Who enjoys promotion? Employees who speak the brutal truth or those who opt for an easy life? Diversity gains ■ Are individuals and teams encouraged to leave their comfort zones? ■ Are stretch goals established to reflect business ambition and how do these compare with the aspirations of established and new competitors? ■ Does the induction and socialization process encourage employees to bring their unique personalities to work? Or park them at the door?
    • 22 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation dynamic – some key questions to ask... contd. Everyone’s job ■ How prominent is innovation in organizational briefings and updates? ■ How well are innovators supported by their colleagues and managers when it comes to workloads and deadlines? ■ How are employee innovations highlighted and celebrated internally? Culture ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone‟s job The ‘big 11’ factors that are helping or hindering the innovation enterprise Structure ■ Room at the top ■ Connectivity of networks ■ Employee discretion Process ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations OK to fail ■ What is the organization‟s philosophy and approach to risk management? Diversity gains ■ Are individuals and teams encouraged to leave their comfort zones? ■ Are stretch goals established to reflect business ambition and how do these compare with the aspirations of established and new competitors? ■ Does the induction and socialization process encourage employees to bring their unique personalities to work? Or park them at the door? Current world is not enough ■ Does the top team speak directly about the business challenges facing the organization? ■ How are performance reviews conducted? With authenticity? Or do managers simply go through the motions and tick the box? ■ Who enjoys promotion? Employees who speak the brutal truth or those who opt for an easy life?
    • 23 © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The innovation dynamic – some key questions to ask... contd. Culture ■ Current world is not enough ■ Diversity gains ■ OK to fail ■ Everyone’s job The ‘big 11’ factors that are helping or hindering the innovation enterprise Structure ■ Room at the top ■ Connectivity of networks ■ Employee discretion Process ■ 24/7 radar screen ■ Nuts and bolts obsession ■ Spanning boundaries ■ Courageous conversations Current world is not enough Diversity gains ■ Does the top team speak directly about the business challenges facing the organization? ■ How are performance reviews conducted? With authenticity? Or do managers simply go through the motions and tick the box? ■ Who enjoys promotion? Employees who speak the brutal truth or those who opt for an easy life? ■ Are individuals and teams encouraged to leave their comfort zones? ■ Are stretch goals established to reflect business ambition and how do these compare with the aspirations of established and new competitors? ■ Does the induction and socialization process encourage employees to bring their unique personalities to work? Or park them at the door? Everyone’s job ■ How prominent is innovation in organizational briefings and updates? ■ How well are innovators supported by their colleagues and managers when it comes to workloads and deadlines? ■ How are employee innovations highlighted and celebrated internally? OK to fail ■ What is the organization‟s philosophy and approach to risk management?
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    • © 2013 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. kpmg.com/socialmedia