The document discusses innovation culture change from closed to open innovation. It notes that some organizations have experience with open approaches but feel change is not happening quickly enough. Innovation-3 can help with culture analysis, change programs, and acting as a sparring partner. Key insights for culture change include understanding the starting and target cultures, building new mental models through behaviors not just thinking, using real business examples to define openness, and tools to measure progress.

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Service Offering
Culture Change
From Closed To Open Innovation

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Is this your situation?
Your firm has already some singular experiences in open / collaborative approaches to innovation.
However you feel that openness and collaboration are not really picked up by the organization.
You feel a sense of urgency that the change in mindsets, behavior and decision-making speeds up.
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● You are wondering how proven approaches to innovation culture change might stimulate and sustain your
ambitions
● You are also wondering if there is a consistent framework out there that allows for picking out the most
relevant elements without compromising on the greater whole
● Furthermore you are wondering which simple yet effective tools might increase your insight into what needs
to change and how this can be done
● Results and experiences from open approaches to innovation are de-valuated and not used as inspiring
stories.
● Behavior and decision-making in day-to-day innovation works is still done along the old, well-trodden paths.

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Then, innovation-3 might provide the solution
● We help in achieving a culture change towards openness and collaboration
● We are your partner, from “sweating the small stuff” to designing and/or implementing large-scalechange
programs, e.g.
• Culture analysis and identification of focal points for change
• Taking over responsibility for selected activity tracks (education, training, workshops, …)
• Designing and/or implementing change programs
• Act as sparring partner / sounding board for your already-running change programs
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5 INSIGHTS
ON
INNOVATION CULTURE
CHANGE

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You need to know your starting
point and the target culture (and
how it manifests in leadership,
behaviors, decision making, …)
in order to control and to lead
the change.

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You never change people or
culture by fighting the existing
reality.
To change people or culture you
build a new mental model that
makes the old one obsolete.

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To build new mental models you
have to establish new behaviors
and conversations.
This is done much easier and
much more effective by “Act your
way into thinking” than by
“Think your way into acting”.

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“Act your way into thinking” by
defining Openness and Colla-
boration via real-life business
issues.
Provide spaces to reflect upon
the results and experiences.

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Use easy yet effective tools for
plotting the starting point,
decribing the change and
measuring progress on your
culture change voyage.

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You need an easy yet effective
tool for measuring progress on
your culture change voyage.

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Common
understanding
of current
culture

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Very little Little Neutral Strong Very strong
Resistant Skeptic Wait&See Experimentor Driver / Co-Creator
Influence
Group 1
Group 5
Group 2
Group 3
Group 4
Group 6
VerylittleLittleNeutralStrongVerystrong
Affectedbychange
Group 7
Understanding
the
playing field

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ACT YOUR WAY INTO THINKING: DEFINE OPENNESS AND COLLABORATION
VIA REAL-LIFE BUSINESS CONTEXTS …

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… BECAUSE OPENNESS AND COLLABORATION CULTURE CHANGE
CAN‘T BE ACHIEVED BY PURE RATIONAL / PHILOSOPHIC DISCUSSIONS

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PERSONASSILENT BRAINDUMPING ONE CONVERSATION AT A TIME
7 HOURS
WORKSHOP
60 MIN
PRESENTATIONS
40
PARTICIPANTS
INSTANT VALIDATIONTIME-BOXING WALLS OF DATA
PROVIDE SPACES
FOR LEARNING

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USE THE POWER OF STORY-TELLING: SUCCESS STORIES INSPIRE, PROVIDE
EXAMPLES AND CONVINCE MUCH MORE THAN „LEFT BRAIN“ LOGIC ALONE

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● Skills
● Decision spaces
● Reporting lines
● Metrics
● Staffing and Recruiting
● Performance evaluation
● Internal communication
● Policies
● …
● Top Management tonality
● Informal networks
● Communities of Practice
● Pride builders
● Change Agents
● Artifacts
● …
USE THE POWER OF FORMAL AND INFORMAL LEVERS
TO CHANGE A FEW, CRITICAL BEHAVIORS

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Use an easy yet powerful tool for mapping and controlling change:
The innovation-3 Change Canvas
Reason why change
is necessary
Target culture /
behavior /
capabilities / skills
Drivers and barriers
Target group
Value Proposition
for target group
Learning and
communication
spaces
Change programs
and activities
Key resource requirements and risks
(Current status)
Key metrics for success and progress
(Current status)

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Would you like to start our conversation?
Frank Mattes
Founder and CEO, innovation-3
Grillparzerstr. 4 II / III
65187 Wiesbaden
Tel.: +49-(0)611-59057-0
frank.mattes@innovation-3.com
www.innovation-3.com