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What is the Relationship Between Culture and Strategy

What is the Relationship Between Culture and Strategy | "IN-novation" | Scoop.it

Corporate culture is an incredibly powerful factor in a company’s long-term success. No matter how good your strategy is, when it comes down to it, people always make the difference. Strategy is rational and culture is emotional. 


Via Kenneth Mikkelsen
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Ajish Kumar's curator insight, June 27, 2013 10:27 AM

Good one on strategy. I really like the simple definition of strategy.

Russ Bergeman's curator insight, June 28, 2013 9:36 AM

Strategy is what drives the organization as a whole... Organizations are complex interrelationships of human beings... Culture is the human element of the organization.

Russ Bergeman's curator insight, June 28, 2013 9:38 AM

Strategy is what drives the organization as a whole... Organizations are complex interrelationships of human beings... Culture is the human element of the organization. Thoughts...?

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7 Steps to a Culture of Innovation | Josh Linkner, Michigan Success Story

7 Steps to a Culture of Innovation | Josh Linkner, Michigan Success Story | "IN-novation" | Scoop.it

"Most companies fail to unleash their most valuable resources: human creativity, imagination, and original thinking. They lack a systematic approach to building a culture of innovation, and then wonder why they keep getting beaten to the punch."

 

Josh speaks from tested experience.  His 7 steps include:

 

1. Fuel Passion

2. Celebrate Ideas

3. Foster Autonomy

4. Encourage Courage

 

Josh Linkner is a five-time entrepreneur, venture capitalist, professor, and The New York Times best-selling author of Disciplined Dreaming – A Proven System to Drive Breakthrough Creativity. You can read more about him at www.JoshLinkner.com.


Via Deb Nystrom, REVELN
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Creating your Own Luck to Build a Successful Innovation Culture, the Innovator's Mindset

Creating your Own Luck to Build a Successful Innovation Culture, the Innovator's Mindset | "IN-novation" | Scoop.it

"Is it a mindset of creating your own luck that sets innovative organizations apart?"

 

Do the featured characteristics of innovative cultures in organizations follow the make-your-own-luck characteristics listed in this article?   See if you agree that it's about having a certain mindset translated to culture:

 

Excerpted:

 

...Having a positive, innovator’s mindset actually CREATES success, and luck.

 

In The Luck Factor (Miramax, 2003) professor Richard Wiseman, from the University of Hertfordshire, details his research providing the following insight – Luck (or success) comes to those who embrace and embody four essential principles:

 

‣ Creating luck by noticing and acting on opportunities,
‣ Expecting that one can create luck through perseverance,
‣ Making decisions which are informed by the well honed intuition, and
‣ Resisting the negative by finding and even creating the bright side of every situation

 

The post author, Bradley Bendle, also cites several other recent innovation books including a model from Andy Stefanovich in Look at More (Jossey-Bass, 2011) and his five M’s framework (Mood, Mindset, Mechanisms, Measurement, Momentum.)

 

Like other posts on his site, the post is rich in citations plus the author's own spin and distillation based on his innovation readings including his view of the Innovator’s Mindset as being comprised of following six reinforcing domains:

 

1) Alertness
2) Curiousness
3) Willingness
4) Joy
5) Desire
6) Drive

 

 


Via Deb Nystrom, REVELN
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Six Stages to Achieving a Big Data and Innovation Culture

Six Stages to Achieving a Big Data and Innovation Culture | "IN-novation" | Scoop.it
Companies are realizing analytics are actually at the center of their company, whereas before analytics was just at the edge. According to Bruno Aziza of SiSense, that’s having an impact.

 

Aziza’s credentials are robust. Prior to SiSense, he ran data analytics programs at Microsoft, Apple and Business Objects (now a SAP company). He is the co-author of two books in the business analytics space, one of them the best-selling tome, Drive Business Performance: Enabling a Culture of Intelligent Execution(Wiley, 2008).


 He is a fellow at the Advanced Performance Institute, an independent advisory group specializing in organizational performance, and he has over 12,800 Twitter followers at @brunoaziza.

 

Excerpts:

 

…there are six cultural stages, kind of like the five stages of grief, except that …the higher you go the better shape you’re in.

  

1) Increased Visibility > looking at data but not able to tell what the data is telling them.

  

2) Move Beyond Gut Feel > understand the data, apply judgment to it so you’re able to react to information faster than anybody else.

In these first two stages, the types of problems you’re trying to solve are backwards looking analysis. you’re building infrastructure so you understand where your data comes from and what happened yesterday.

   

3) Plan for Success > “Here is what success means.”

   

4) Execute on Strategy > align our strategy to our knowledge, our ability to adjust based on success or failure on certain actions. Very few companies are at this stage.

   

5) Power to Compete > you are able to compete, taking strategic market share from the market you’re in, or adjacent markets.

   

6) Culture of Performance >  which is more of the North Star rather than a place where you end up:  “Run it like you own it.”


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, December 27, 2012 10:12 AM

Some data driven, high performance companies may be over obsessed with data. The author describes six (6) stages of becoming, including "achieving a Culture of Performance as more of the North Star rather than a place where you end up." ~ D

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Can you Disrupt Your Own Culture Structure? | Four Key Innovation Contradictions

Can you Disrupt Your Own Culture Structure? | Four Key Innovation Contradictions | "IN-novation" | Scoop.it

Innovation is fraught with contradictions.  Is there room for innovation's natural contradictions in your organization culture?  

 

A handy indicator is looking at your organization's people policies (HR) as a quick capacity test. 

 

Four Key Innovation Contradictions excerpted, Innovation Excellence:

 

1) Innovation requires a business to embrace processes and methods that are far different from the efficient, effective processes that sustain short term profitability. Innovation creates new, risky, uncertain concepts that will pay off in quarters if not years.

 

2) While executives want innovation, they don’t want the disruption or investment strain required which creates dissonance in the teams that are actively trying to do interesting innovation work, and leads to confusion and then cynicism.


3) Transparency, visibility and commitment are key. Doing innovation work is tough, and doing it without the full support of the senior team, constantly demonstrated, means that many innovators have far fewer resources than they need.

 

4) The contradiction between what we TELL people to do and what we PAY people to do when we do nothing [or too little] to change how these individuals are evaluated, compensated and rewarded. 


Via Deb Nystrom, REVELN
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