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Seeking Initiative and Innovation? Reward Failure! Business Articles | January 6 Cheap Justin Bailey Hat , 2010
Based on Proprietary Research ? Prevailing in the face of intense competition requires companies to be nimble and innovative. An innovative and high-initiative culture helps an organization respond...

Based on Proprietary Research ?

Prevailing in the face of intense competition requires companies to be nimble and innovative.


An innovative and high-initiative culture helps an organization respond better to market signals.? It can better exploit opportunities, get new products and services to market more quickly and more often capture first-mover advantage.


I had an opportunity to conduct some proprietary research recently that sheds light on how to increase innovation and initiative-taking in organizations.


The Situation


I was retained by the research and development operation of one of the world?s largest consumer products companies.? In the past few years, they had acquired another consumer products company with some well known and highly regarded brands.? The problem was that the acquired company had a risk avoidance culture in stark contrast to the acquiring company?s more risk inclined culture.


The talented scientist and engineers in the R&D operation were a valued element of the acquisition.? But the ingrained risk aversion within the R&D staff was resulting in insufficient innovation.


My task was to help these high value team members expand their comfort zone and become more risk inclined.


The Research


Prior to the time spent on-site at the research labs Cheap Ryan O'Reilly Hat , I conducted an anonymous on-line survey for the R&D staff.? The survey addressed the following questions.

Organizational Culture ? How, if at all, has the risk culture changed in your organization in the last few years? Risk Hesitancy ? What is your primary source of hesitation when it comes to taking work-related risks? Risk Catalysts ? What would make you more comfortable taking thoughtful Cheap Benoit Pouliot Hat , well-considered work-related risks?

Forty four people responded to the survey.? The results of the survey yielded some fascinating insights.?


Survey Result Highlights


Risk Hesitancy - What is your primary source of hesitation when it comes to taking work-related risks?

The Implications of Failure ? 59% Lack of Permission, Leadership, Support or Organizational Capability ? 14% I Have No Hesitancy ? 5%

Risk Catalysts - What would make you more comfortable taking thoughtful Cheap Rasmus Ristolainen Hat , well-considered work-related risks?

Less-than-ideal outcomes being commended and not having a negative effect on career. ? 49% Leadership Direction and Support ? 31% Already Comfortable Taking Such Risks ? 8%

Note:? Responses have been grouped by category.? Respondents were provided an open ended essay format for their responses with no suggested answers provided.


Perceived Condition


The great majority (61%) of those responding said they were being encouraged to take more risks.? The balance, in pretty much equal proportions, said there had been no significant change in the last few years (21%) or they were being encouraged to take fewer risks (18%).


Clearly Cheap Robin Lehner Hat , the leadership of the organization had sent the message that more risks needed to be taken.


Risk Hesitancy


When asked about their primary source of hesitation in taking work-related risks, almost six in ten (59%) said the implications of failure.


The second most common response was provided by only 14% and centered on their perceiving a lack of permission, leadership Cheap Zemgus Girgensons Hat , support or organizational capability as making them hesitant to take risks.


Five percent said they had no risk hesitancy.? The balance of the responses fell into many categories but focused on time and resource constraints.


Risk Catalysts


When asked what would make them more comfortable taking thoughtful, well-considered work-related risks, fully eight in ten said either assurances that less-than-ideal outcomes would not negatively affect their regard or career (49%) or clear direction and support from leadership to take risks (31%).


Eight percent reported