Innovation Culture - Max Mckeown - HRD 2008

seminar B13

Killer Cultures: from indifference

to making a difference

Killer Cultures: from indifference to making

a difference

Max McKeown Leadership, Strategy and Innovation Consultant

Chaired by Steve Crabb People Management

We know innovation drives business growth and competitive advantage, and we know creativity exists in our own organisations. But when we ask our employees to be innovative, are we really giving them the space and voice to diversify, play, make mistakes and create new ideas? The greatest obstacle to successful innovation is employee apathy. People get apathetic when they don’t think that what they do makes a difference. They stop suggesting when they know ideas will be stolen, mistreated or never acknowledged. Do you have a killer culture? How do you achieve a culture that positively demands great ideas to flourish, and work? Join Max McKeown, Europe’s unorthodox answer to Tom Peters, as he shares lessons from his global research into innovation, and his work as a strategic provocateur and facilitator with the biggest, most admired companies in the world. In this thought-provoking masterclass, find out ‘the truth about innovation…and nothing but the truth’.

m a s t e r c l a s s

It may be necessary to make last minute changes to presentations, so some slides in your handbook may differ from those on screen

Views expressed by speakers are their own. CIPD Enterprises Ltd disclaim liability for advice given or views expressed by any

speaker at the conference or any notes or documentation provided to delegates own.

Steve Crabb

Steve Crabb has been editor of People Management, the CIPD's award-winning magazine, since 1999. A career journalist, Steve has specialised in writing about people management and development issues, and has been editing business magazines for nearly a decade. He is a member of the executive committee of the British Society of Magazine Editors, serves on the editorial policy board of the Periodical Publishers Association and is a training consultant for the Periodicals Training Council.

He recently directed the editorial side of the launch of the CIPD's latest magazine, Coaching at Work.

Max McKeown

Max is a new breed of management guru. Brilliant, young, original and entertaining, he could become the most listened-to British business thinker of the new era. Max works as a strategic adviser for four of the five most admired companies in the world and is a well-known speaker on subjects including innovation, engagement, human potential, customer experience, marketing, team building, and competitive advantage. He has been elected to the Customer Service Hall of Fame, been

nominated as a Star of Human Resources by Personnel Today, and been featured on national and international radio, television, and newspapers. Max has written six books, including E-Customer; an insight into evolving customer behaviour, Why They Don't Buy; an end-to-end guide to building profitable customer relationships across multiple channels and Unshrink, featuring the myths that stop people doing their best work and a set of new principles to engage their interest and ability.

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Viewpoint

A young researcher, Richard Drew, working for a

modestly sized company in Minnesota in the US,

visited a local garage to test out batches of

waterproof sandpaper – his company’s latest

product. Overhearing workers cursing, he learnt

that the heavy adhesive tape and butcher’s

paper used to create two-tone effects often

damaged new paint.

Drew headed back to his company’s lab to try

to create the world’s first specialist masking

tape, but he failed so often that the CEO

ordered the researcher to

drop the project.

Yet when the CEO

discovered Drew yet

again in the lab, still

working on masking

tape, he decided not to

stop him. Encouraged by

this tolerant response,

but without formal

funding, Drew used

hundreds of $99 purchase

orders to develop the

first 3M tape. It also

provided the basis of the

multi-billion dollar

innovation culture from

which tens of thousands

of products, including Sellotape and Post-it

notes, have resulted.

This story is a powerful example of some of

the actions and events necessary for

transformative innovation. In fact, we could have

chosen a thousand other such cases from

companies as diverse as Apple, Cemex,

Nintendo, Coca-Cola and Google with the same

essential shape and substance.

The common factor is that such stories

allow us briefly to consider what behaviours

should be encouraged and how coaching can

help or hinder such efforts. What can a coach

offer innovation? How can innovation

coaching help?

For employees – the people with the

insights to keep renewing the organisation –

coaching helps if it can give them sufficient

political acumen to avoid alienating the

people who matter to the success of their

ideas, and to navigate their way to the

resources and supporters they need. It does

not help if it teaches them to abide by the

status quo.

Coaching should not be neutral – its

questioning and challenging should lead

participants onwards and upwards, giving

them the guts to take risks, the curiosity to

seek knowledge and the resilience to recover

from their mistakes. It

should give thinking

space to bring tacit

knowledge to the surface

and the backbone to bring

it to market.

For leaders – the

people with the

responsibility to renew the

organisation – coaching

helps if it can allow them to

discover how to leave

enough slack time, space

and resources for

themselves and for

employees to break the

rules, to be able to create

quick and “dirty” solutions

and then develop them into products.

3M’s eleventh commandment is “Thou shalt

not kill ideas for new products”, which along

with the advice that leaders “bite their

tongues until they bleed” is designed to

ensure that they allow smart people (in other

words, the kinds of people organisations hire)

to make mistakes, rather than the leaders

making the bigger mistake of stopping them

creating the products that reinvent and

reinvigorate the company.

If coaching is paid for by the business it should

contribute to the business. That means it should

be measured by its effectiveness at directly

facilitating the behaviour that leads to

innovation and ultimately “killer cultures”, with

a purpose that earns the right to a competitive

place in the world.

Max McKeown

www.thetruthabout innovation.com

STICK TO YOUR UNSMAX MCKEOWN

Sometimes breaking the rules brings great ideas – coaching can help by allowing employees and leaders the freedom to innovate

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The following is an extract from

The Truth About Innovation

by Max McKeown

THE TRUTH

ABOUT

INNOVATION

MAX McKEOWN

“Find the

creativity inside”

Innovation rocks. It rolls. It makes the world go round. Ourlifestyles are the result of other people’s efforts to improvethe human condition. They mixed ideas and inventions

together. They worked hard to create the must-have and often takenfor granted stuff that surrounds us.

You have evolution to thank for your opposable thumbs and adorable belly button.And for your amazing brain, with more connections than stars in the galaxy, that hasallowed millions and now billions of us to examine our world and seek to make itbetter. That is innovation and it matters.

Our century’s greatest innovation will be the method of innovation. We are beginningto understand how to increase our ability to improve together. We are learning howto move from individual invention to group innovation.

This book shares some of what we have learned about innovation, what it is, how ithappens, and how it can be increased. New insights into how our brains workcollectively provide us with the opportunity to create the equivalent of a bigger brain,capable of dreaming and working together to make those dreams reality.

Everyone can help. Every kind of intelligence and personality plays a part.Our need for innovation has shifted power closer to the source of thatpower ? Us. We are the future.

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You’ve seen the big picture, haven’t you? The typical big company wantsbig products. They want big ideas. If they’re big shots with big balls thenthey place big bets on a big future. No one wants the small project. Or to

be the small project manager. Who wants to do that?

Problem with the big bet approach is that you are limited to a smallnumber of guesses. You are forced to choose too early. Judging win-ners and losers before the race begins. Putting all your eggs in onebig basket. Or worse – putting all your faith in one egg.

Most of us accept the common sense notion that risk should bespread. For some reason it is hard for most companies to spread thatrisk by sharing out the ‘risk dollars’ between many small projects.Some leaders seem to find it easier to bet big on their own hunchesthan to bet on their people.

A few years ago, Whirlpool decided to make a big bet on innovationby making hundreds of little bets. Instead of investing half a milliondollars each on a few ideas they learned how to take smaller calcu-lated risks. The choice was no longer all or nothing. It was 20 milliondollars in 400 bite-size chunks of $25,000. Enough money to testideas, engage small teams of people and do enough learning toinform future funding decisions. The little bets now bring in $1 billiona year.

Betting big has other, less obvious, disadvantages:

Most of the time, a big project develops a life of its own. No-onewants to take the decision to write-off all the money wasted so far soit becomes a zombie project - using up resources years after it isunnecessary or unwanted.

Often by the time a big project is completed the advantages of starting it are no longer relevant. Competitorproducts have overtaken the original objectives so that even if the big project succeeds it will fail.

Bizarrely, a big project is less likely to have rigorous criteria for investment than a small project. A big bossdoes not have to justify his big decisions. And, a big decision is less clearly defined than a small decisionbecause there is simply more of it to define.

Betting small helps in a number of ways:

The safest investments are those that start to pay off soonest. Even better are those that inform the next roundof investment decisions. A small project may develop into a big project having contributed to the success ofthe company.

The small bet allows more people to contribute. It engages their talents and goodwill. It encourages them toexperiment with comfortable levels of responsibility.

Not all ideas require huge amounts of funding to take to market, or benefit from a large amount of money inthe early stages of development. They can be ruined by the weight of expectation, and the rush to justifyexpenditure.

Toyota believes in betting small to win big. In one year, its employees suggested over 750,000 ideas forimprovement. The company then implemented over 80 percent! In isolation, most suggestions were small andincremental. The total impact of quarter of a million improvements is to strengthen their culture of innovation- getting better is a habit gained through repetition.

Sony’s success with the Walkman showed another side of betting small to win big. It did not know which com-bination of features would most appeal to customers so it developed over two hundred different models each

All or nothingbets are onlywise when thefuture is certain.If winning iscertain then beteverything. Ifthere’s nothing tolose then beteverything.

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available in different colours. The resulting thousands of variants each represented a small bet that allowedthem to find out what customers wanted by offering them choice.

All or nothing bets are only wise when the future is certain. If winning is certain then bet everything. If there’snothing to lose then bet everything. Since the future is not certain the best choice today is usually the one thatwill leave you free to make most choices tomorrow. This is because you do not know what choices will beattractive tomorrow. You may change. You may learn something new. The future will change what works andwhat does not.

Too many attempts to innovate fail because all the resources are used up before the successfulsolution, the magic formula is found. Making as many small bets as possible increases the numberof attempts possible and keeps options open.

References

Snyder, NT, Strategic Innovation: Embedding Innovation as a Core Competency in Your Organization, 2003,Jossey-Bass Business & Management

Rosenhead, J (Ed.),1992, Rational Analysis For A Problematic World: Problem Structuring Methods forComplexity, Uncertainty, and Conflict, John Wiley & Sons

Liker, JK, The Toyota Way:14 Management Principles From The World’s Greatest Manufacturer, 2004, McGraw-Hill

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A worker suggests an idea worth millions to her company. Should hermanagers keep their promise to give ten percent of the value of the ideaeven though it means paying her $1 million? Or should they keep the

money and give her a gesture of appreciation, a gift voucher perhaps, since it’sthe thought that counts?

It seems simple, but it’s amazing how many managers forget that youhave to share to get people’s best work. Don’t expect breakthroughinnovations in return for free t-shirts or gift certificates. Recognitionhas its place but it doesn’t pay the mortgage. Some managers aretempted by their inner scrooge when faced with the reality of passingon the profits. Where the idea is lucrative they may find the prospectuncomfortable of paying subordinates more than senior staff. Resistthe temptation and the excuses that go with it.

If you want more, higher quality ideas then you will have to sharemore. People you trust to generate innovations are smart enough towant fair returns for their contribution. When the path to sharedrights and rewards is not clear people tend to keep their best ideassecret or undeveloped. Others will leave to seek rewards from a new employer or by starting up a new compa-ny. The people you should most want to keep are those most likely to leave if they do not receive their fair-share. The bold, obsessive, entrepreneurs leave first.

Different kinds of rewards will lead to different kinds of innovation. Short-term bonuses for managers are rarelya good match to increasing long-term innovation. Short-term financial rewards tend to encourage managementbehaviour that is unhelpful to the innovation process. The volume of ideas becomes more important than theirvalue.

The purpose of sharing rewards is to encourage more great innovations and the behaviour that goes with it.Good ideas take time and effort. Great innovations demand careful, rigorous, imaginative joining-up of ideas.Incentives need to motivate the right kind of effort. Each stage in the innovation process should have a clearrewards mechanism.

Paying people for submitting suggestions, or introducing prize draws that reward some of those who put for-ward ideas, may generate more suggestions but will not encourage better ideas. The only reward for the act ofsubmitting an idea should be recognition for having participated along with access to support, knowledge andtraining that can help the individual take the next steps to develop the idea.

Lessons and knowledge gained from attempts to implement an innovation deserve rewards. One pharmaceuti-cal company now gives stock options to those brave enough to conclude that their own research projects willultimately fail. It does this to encourage fast learning rather than back-covering, defensiveness.

You can also try rewarding people by promoting them to the most senior levels based on the impact of ideas.It works for 3M, the post-it people, who also elevate those who have taken personal risks to sell and imple-ment their ideas.This approach has a number of strengths. The hierarchy becomes not only a meritocracy ofpast results but also a meritocracy of future growth. This is motivational to other innovation-minded individu-als and ensures that the leadership team includes an innovation perspective.

Sharing is mirrored behaviour. We share most with those who share with us. Sharing is risky. Sharing newideas is a gamble: Will the idea be laughed at? Will time spent developing the idea be wasted? Will credit forthe idea be taken? Will the idea be stolen? Or ruined? The risks are so high that most people need to knowthat the upsides of sharing are considerable and that the process for sharing can be trusted before they willactively look for ideas that go beyond their job descriptions and pay grade.

The purpose ofsharing rewardsis to encouragemore great

innovations

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Money is not the only motivation for sharing and developing ideas. Sharing the benefits that come from anidea does not only mean financial benefits. You can share glory, the thrill of creation, the satisfaction ofachievement, and the respect of colleagues. They are not directly paying the mortgage either but they areattractive to many people as long as they are real and first-hand.

It’s tempting not to share benefits especially for the super-ambitious who often minimise thecontribution of others in their own minds and conversations. Such behaviour is greedy andcounterproductive because ultimately it will minimise the discretionary contribution that peoplemake. Better, far better, to share.

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When the Disney CEO was asked to choose one winner from twelve final-ists in an internal competition for new business ideas he responded,‘Let’s just do them all! Can’t a company our size try something every

once in a while just because it feels right? What if it does fail? It’s still not goingto cost as much as one expensive movie script.’

He was right. Not all the ideas worked but the ones that didtransformed Disney from a backwater family favourite to a glob-al entertainment mega-giant. And they all came from existingmembers of the company in the first three months of CEOEisner’s tenure. He adopted a style that was playful and bold,holding informal staff lunches - not to grill them on numbersand projects but to liberate creativity. He led by example byproposing off-the-wall ideas, and encouraging his team to givehim the ideas that might embarrass them, to give ideas thatwent too far.

Leaders set the tone. Maybe you know that already but it’s worth repeating. Every little thing you doand say as a leader sends a message about what you want, what you care about, and whether sup-porting you will be worthwhile.

Steve Jobs told the team building the Apple Mac computer ‘We’re here to put a dent in the universe.Otherwise, why even be here?’ His words gave the team permission to challenge boundaries.Permission freed them to do amazing work. It provided an audience for innovation. They knew thattheir leader knew and cared about the difference between mediocre and brilliant, ugly and beautiful.

If the leader focuses on the future people will take more time to prepare for the future. Thinking aboutthe future makes it easier to believe the impossible will be possible. Customers will demand, andcompetitors will deliver, what is impossible now. Working backwards from the future makes it easierto imagine and play our part.

If the leader focuses on the present people will spend most of their time doing what they can in thepresent. Thinking about here-and-now tends to trap people in the rules and pressure of the moment.People work hard to make end of month goals but don’t pay attention to what customers need nextyear. Imagination and investment must come before innovation. It is difficult to imagine progresswithout time in which to make it and difficult to invest effort in the present without time in which toreap dividends. Innovation is unlikely for those stuck in the short term.

Leaders matter to innovation. The way you think. The way you talk. The way you talk about how youthink. People look for signals from their leaders. Signs. Symbols. They may say nothing but noticeeverything.

Radical innovation depends on leadership. People want to know where they are going and whetherthe destination is worth the pain of the moment. It is here that the leader’s ability to make the futureseem desirable and a path to that future seem possible is valuable.

There are many best ways of leading originality. Each would depend on the type of company, the peo-ple involved, and the kind of innovation desired by the leader. Here are three broad groups of effec-tive innovation leader:

First, the brash, colourful, look-at-me, egomaniac who has mile-high expectations and no sense ofwhat can and can’t be achieved. Unrealistic. Impossible. Childish. Argues. Throws Tantrums. Neversatisfied.

Imagination andinvestment mustcome beforeinnovation.

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Second, the quiet, unassuming executive. No flashiness. Making decisions about process andrewards that make innovation easier. They work behind the scenes. They avoid the media. Theyremove bottlenecks. They are about team. Never arrogant.

Think of Lou Gerstner arriving as CEO at IBM. The company was failing. He made the decision to keepthe company together. He urged the company to fight the competition not each other. He understoodthat the team could solve its own problems as long as egos did not get in the way. He helped thecompany to free its creativity. Innovation was the result.

The third group fits somewhere between the other two! The point is that there are twoways of leading innovation. Both work. A combination of the two is probably ideal.Inspirational when necessary, methodical facilitator of human creativity for the rest of thetime.

References

Capek, PG, Frank, SP, Gerdt, S, & Shields, 2005, DA history of IBM’s open-source involvement andstrategy, IBM Systems Journal, Volume 44, Number 2

Gerstner, L, 2003, Who Says Elephants Can't Dance?: How I Turned Around IBM, HarperCollins

Stewart, JB, Disney War, 2005, Simon & Schuster

Yadav, MS, Prabhu, JC, Chandy, RK, Managing The Future: CEO Attention and Innovation Outcomes,Journal of Marketing, Vol. 71 (October 2007), 84-101

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A few years ago, Proctor and Gamble’s CEO, set a goal to find 50 percentof its innovations outside the company. His decision has boosted growth,and doubled its billion dollar brands and share price. Should you limit

yourself to the talent inside your company? Could you get a bigger brain with thetalents of millions in the outside world?

Every attempt at innovation is a guess. You start with a problemand try to solve it without knowing what will work. The moreattempts made to solve a problem the more likely a solution isto emerge.

This approach was famously described by Edison who said ‘Ihave not failed once (to make the light bulb work). I have suc-ceeded in proving that those 700 ways will not work. When Ihave eliminated the ways that will not work, I will find the waythat will work.’

Less well known is that Edison didn’t invent the light-bulb. Itwas designed fifty years before he was born! He saved time bybuying patents from outside the company and improving uponthe various designs, and then moved his research team’s atten-tion to developing the other inventions necessary to deliver aworking lighting system. The innovation, not the invention, changed the world.

Looking outside allows you to eliminate ways that will not work. It also increases the chances of youfinding someone who has found the one way that does work. Not because they are necessarilysmarter than you but because they have guessed right. You can now move onto new problems thatneed solving.

The Proctor and Gamble CEO, says that he made up the fifty percent number because it was just away of saying that ‘we don’t care where the ideas come from’. He understood that innovation doesnot exist in a vacuum and that the important thing is not the origin of the ideas but their usefulnessto the company.

There are three main advantages of going outside for ideas:

First, you can quickly benefit from lucky guesses where a successful solution is just a matter of work-ing through the many different possibilities. The solution is not difficult just time consuming. Beingopen to the right solution wherever it comes from reduces the time required to solve a simple prob-lem.

Second, you can find different approaches to solving difficult problems. Such a problem may requirea combination of different skills outside of your experience. It may be that it is only a difficult problemif you lack those skills. For those with the required knowledge it is an easy problem.

Third, working with outsiders brings you solutions for problems you didn’t recognise as important.The problem and the solution are new to you. Or maybe they match one of your existing solutions toan entirely new problem. The solution is old but the application of that solution is new. They bringopportunities that would have missed with an insider only perspective.

Increasing external collaboration increases innovation productivity. Research produces more usableideas. Time to market reduces. The choice is not between inside and outside ideas or between inter-nal and external innovators. You will need both. Insiders will have to find outsiders with ideas worthpursuing and then work together to deliver innovative products.

Every attempt atinnovation is aguess. You startwith a problemand try to solve itwithout knowingwhat will work.

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Xerox didn’t invent photocopiers. Microsoft didn’t invent word processing, spreadsheets, email, orwindows. Apple didn’t invent MP3 players. Hoover didn’t invent vacuum cleaners. Amazon didn’tinvent online shopping. Sony didn’t invent games consoles, video recorders, or portable cassetteplayer. They brought together outside inventions into innovations that people wanted to buy.

Time saved on basic research and invention can be put to use making improvements. The winningdifference between one product and another is usually in the new way existing ideas com-bine rather than the newness of the technology. Each year, products come more richlypacked with ideas. New combinations of existing and new ideas. Doesn’t matter wherethey come from.

References

Huston, L, & Sakkab, N, 2006, “Connect and Develop: Inside Procter & Gamble's New Model forInnovation,” Harvard Business Review, Vol. 84, No. 3, March 2006.

Hughes, Thomas P. 1977. Edison's method. In Technology at the Turning Point, edited by W. B. Pickett.San Francisco: San Francisco Press Inc., 5-22

Owen, D, Copies in Seconds: How a Lone Inventor and an Unknown Company Created the BiggestCommunication Breakthrough Since Gutenberg - Chester Carlson and the Birth of the Xerox (NewYork: Simon and Schuster, 2004)

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Madonna is the queen of re-invention. She has sold over 200 million singles makingher the most successful female artist of all time. How has she managed to thrive overtwo decades while others around her have faded away? What can you learn from her

approach to innovation?

Having one hit single is hard work, but no one can be surewhat will rock and what will rot. Who would have guessed thatthree teen mouseketeers, Britney, Justin, and Christina from theworld of Disney would dominate the pop charts or that an ani-mated frog would outsell serious muzos Coldplay?

You don’t know what will be successful next. You do know it willbe different. Which means that being the same won’t work.Which means that you have to reinvent to stay successful.

The first hit is the result of a more-or-less chance series ofmutations that produce something that better fits the environ-ment, or appeals to the music buying public more than thenext 180 seconds of licks and hooks. Individual ambition keepsnew acts constantly bubbling up. They offer new choices for theconstantly evolving musical taste of the buying public. Teensknow little about past music and so buy the flavour of themoment.

Constant competition in a changing market means that only anact that can change will maintain its position in the charts.Unfortunately, they often don't know why they have been suc-cessful - it just happened that way - so find it hard to modifywhat they didn't design in the first place.

Even worse, they rarely have time to do any mutating of their own since they are busy with tours,interviews, video shoots and music award ceremonies. There are no “free floating resources” left tofind new habits, hooks, or fashions.

The same stuff happens with organisations and with our individual careers. Success, particularly bigsuccess, makes us think that we have the answers. People just keep doing the thing that has broughtthem success in the past. We even hire people who fit into our established way of doing things. Itreduces the range of variation, in the genotype of the firm and the phenotype of its members, in theservice of efficiency. In other words, we endanger future success by betting on the habits of past suc-cess.

Lacking either the time or the humility to consider other options, companies naturally lose their com-petitive position when the market shifts from beneath it. Structural inertia kills the future of a firm justas surely as three-chord monotony will eventually bring about the demise of a band.

Being very good or even better is not enough. You need to become the hub of new things that are aspopular as the old things were. Sure it's a risk ? the socalled 'liability of newness', but then so is stay-ing the same. You can reduce the risk by understanding how the reinvention queens and kings keepall virgin fresh while building on past success.

You don’t knowwhat will be successful next.You do know itwill be different.Which meansthat being thesame won’t work.Which meansthat you have toreinvent to staysuccessful.

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Madonna does not work alone. Her reinventions come about by listening to those who are listeningto music trends and being credible enough to attract producers who are producing the latest thing.She has the reputation of being good for other people's careers - not just her own.

Nintendo is a king of reinvention. It began in 1889 producing handmade playing cards. It experiment-ed with a range of new ventures, including a taxi company, a ‘love hotel’ chain, and instant rice. Allbut one failed - toy making. While desperately looking for new toy ideas, the CEO noticed an extend-ing arm made and used by a maintenance engineer for his own amusement. The Ultra Hand was ahuge success, selling 1.2 million units. Its creator, Yokoi, went onto design the Game Boyselling 200 million units. Reinvention continued with the Wii games console.

Success is not an excuse to stop. It’s an opportunity to reinvent.

References

Odum, EP, 1959, Fundamentals of Ecology, Second edition, Philadelphia and London: W. B. SaundersCo

Sheff, D, 1999, Game over: How Nintendo Conquered the World, Cyberactive Media Group

Taraborrelli, JR, 2008, Madonna: An Intimate Biography, Pan Books

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References Compiled by CIPD Library and Information Services

Killer Cultures : from indifference to making a difference Websites http://www.cipd.co.uk/subjects/corpstrtgy/general

Provides a range of resources on the subject area of corporate and HR strategy. Some of the resources are available to CIPD members only http://www.management-issues.com/ Website of management-issues, an independent online resource which focuses on leadership and people issues in the workplace. Provides a category quick link to articles on innovation and creativity and also contains a regular column by Max McKeown. Some additional services require free registration.

Books by other publishers

ADAIR, John. Leadership for innovation : how to organize team creativity and harvest ideas. London, Kogan Page, 2007. CIPD Library control code: B70349 GARLAND, Eric. Future, inc : how businesses can anticipate and profit from what’s next. New York, Amacom, 2008. CIPD Library control code: B70370 GOVINDARAJAN, Vijay and TRIMBLE, Chris. 10 rules for strategic innovators : from idea to execution. Boston, MA., Harvard Business School Press, 2005. CIPD Library control code: B67922 GRATTON, Lynda. Hot spots : why some companies buzz with energy and innovation – and others don’t. Harlow, Financial Times/Prentice Hall, 2007. CIPD Library control code: B70732 MCKEOWN, Max and WHITELEY, Philip. Unshrink : yourself, other people, business, the world. London, Financial Times/Prentice Hall, 2002. CIPD Library control code: B58478 STOREY, John and SALAMAN, Graeme. Managers of innovation : insights into making innovation happen. Oxford, Blackwell, 2005. CIPD Library control code: B66576

Journals ANTHONY, Scott D.; EYRING, Matt and GIBSON, Lib. ‘Mapping your innovation strategy’. Harvard Business Review. Vol 84, No 5, May 2006. pp104,106-113. CIPD Library control code: J68823

DOMBROWSKI, Caroline; KIM, Jeffrey Y. and DESOUZA. Kevin. ‘Elements of innovative cultures’. Knowledge and Process Management. Vol 14, No 3, July-September 2007. pp190-202. CIPD Library control code: J71670 GRATTON, Lynda. ‘Rocket science’. People Management. Vol 13, No 9, 3 May 2007. pp34,36-37. CIPD Library control code: J71133 HAMEL, Gary. ‘The why, what and how of management innovation’. Harvard Business Review. Vol 84, No 2, February 2006. pp72,74-84. CIPD Library control code: J68175 HANSEN, Morten T. and BIRKINSHAW, Julian. ‘The innovation value chain’. Harvard Business Review. Vol 85, No 6, June 2007. pp121-130. CIPD Library control code: J71373 HOWELL, Jane. ‘The right stuff : identifying and developing effective champions of innovation’. Academy of Management Executive. Vol 19, No 2, May 2005. pp108-119. CIPD Library control code: J66774 JAMROG, Jay; VICKERS, Mark and BEAR, Donna. ‘Building and sustaining a culture that supports innovation’. Human Resource Planning. Vol 29, No 3, 2006. pp9-19. CIPD Library control code: J69707 MCKEOWN, Max. ‘Max headroom’. People Management. Vol 14, No 4, 21 February 2008. pp28-32. CIPD Library control code: J72382 PRICE, Robert M. ‘Infusing innovation into corporate culture’. Organizational Dynamics. Vol 36, No 3, September 2007. pp320-328. CIPD Library control code: J72087 SHIPTON, Helen; FAY, Doris and WEST, Michael A. ‘Managing people to promote innovation’. Creativity and Innovation Management. Vol 14, No 2, June 2005. pp118-128. CIPD Library control code: J66308 SUFF, Paul. ‘Creating an ideas culture for optimum business success’. IRS Employment Review. No 845, 21 April 2006. pp21-24. CIPD Library control code: J68717 WILLIAMSON, Peter. ‘Sphere of influence’. People Management. Vol 12, No 20, 12 October 2006. pp33-34. CIPD Library control code: J69817 WOOD, Stephen. ‘Standing in the way of control’. People Management. Vol 13, No 4, 22 February 2007. pp40-42. CIPD Library control code: J70823

ZAIRI, Mohamed and AL-MASHARI, Majed. ‘Developing a sustainable culture of innovation management : a prescriptive approach’. Knowledge and Process Management. Vol 12, No 3, July-September 2005. pp190-202. CIPD Library control code: J66746

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