Name: Culture change and innovation
Uploaded: 2022-09-23T12:55:06.493Z
Duration: 192.03
Description: Common discussions around change tell you to "celebrate the failure". Mike Hatrick, Group Director of IP Strategy and Portfolio in Volvo Group agrees, but he underlines that he doesn't believe culture change is the right strategy. So what's the other option? Hatrick answers this question in an excerpt from our recent video 'Why corporate innovation fails'.

Culture change and innovation.vtt

English

{{00:00:00}}
I guess part of innovation,
is that it's something new,

{{00:00:25}}
it's something different.

{{00:00:26}}
So, potentially there are moments
where it's not going to be the

{{00:00:30}}
most predictable idea or you
know, the exact idea that is

{{00:00:35}}
part of the kind of wider plan.

{{00:00:37}}
So it seems like it's quite
tough to knock down some of

{{00:00:41}}
those walls that might be up.

{{00:00:42}}
I think thought-leaders and the
thought-leading books and things

{{00:00:46}}
that you read on LinkedIn, often
talk about things like we should

{{00:00:49}}
celebrate failure, we need to
drive culture change and so on.

{{00:00:56}}
And I do agree with those things,
but they rely on the fact that

{{00:01:01}}
you've got a substantial amount
of time to make this change.

{{00:01:04}}
So, you know, I I've talked in forums
and so on that I, that I think culture

{{00:01:09}}
change is not the right strategy.

{{00:01:11}}
And people have looked at me
as if I've kind of lost my

{{00:01:14}}
mind and grown some horns.

{{00:01:16}}
What's happened to Mike?

{{00:01:17}}
He's gone to the dark side, and
it's all down to experience.

{{00:01:22}}
If your innovation program starts
and you spent six months to a year.

{{00:01:28}}
Maybe getting the team together,
getting people into the right

{{00:01:31}}
frame of mind in that team and
getting them activated, you

{{00:01:35}}
maybe only have one or two years
left to actually show results.

{{00:01:39}}
I think culture change in a company
is a bit like saying let's take

{{00:01:45}}
all these people who have grown
up in a certain way, been educated

{{00:01:49}}
in a certain way, lived in this
corporation for X number of years,

{{00:01:53}}
and then suddenly changed that.

{{00:01:56}}
I think it's just not realistic,
but there are ways to approach

{{00:01:59}}
it I think, where you can receive
things like that in a good way.

{{00:02:04}}
So what would be the other option?

{{00:02:07}}
Well, I think it's about being
pragmatic and understanding that

{{00:02:13}}
you've got a limited period of time.

{{00:02:16}}
So what can be achieved
during that time?

{{00:02:17}}
And I think instead of
having the approach of saying

{{00:02:21}}
innovation is everyone's job,
which is the kind of thing.

{{00:02:24}}
Actually we see written and
talked about all the time.

{{00:02:27}}
It's a, it's saying, well,
where can we make an impact

{{00:02:32}}
during this period of time?

{{00:02:33}}
That shows that we can innovate.

{{00:02:37}}
And, rather than fighting against
the people that might resist is

{{00:02:41}}
really engaging with the people
who do engage and are up for it.

{{00:02:45}}
And rather therefore them
making a change in 1000

{{00:02:48}}
people, make a change in 10.

{{00:02:50}}
I think it's better to transform
this small team who can kind of

{{00:02:54}}
carry the torch, can actually
deliver some successes.

{{00:02:58}}
And then also think about what are the
different parts of the organization

{{00:03:03}}
from which you need to get permission.

I guess part of innovation,
is that it's something new,

So, potentially there are moments
where it's not going to be the

most predictable idea or you
know, the exact idea that is

So it seems like it's quite
tough to knock down some of

I think thought-leaders and the
thought-leading books and things

that you read on LinkedIn, often
talk about things like we should

celebrate failure, we need to
drive culture change and so on.

And I do agree with those things,
but they rely on the fact that

you've got a substantial amount
of time to make this change.

So, you know, I I've talked in forums
and so on that I, that I think culture

And people have looked at me
as if I've kind of lost my

He's gone to the dark side, and
it's all down to experience.

If your innovation program starts
and you spent six months to a year.

Maybe getting the team together,
getting people into the right

frame of mind in that team and
getting them activated, you

maybe only have one or two years
left to actually show results.

I think culture change in a company
is a bit like saying let's take

all these people who have grown
up in a certain way, been educated

in a certain way, lived in this
corporation for X number of years,

I think it's just not realistic,
but there are ways to approach

it I think, where you can receive
things like that in a good way.

Well, I think it's about being
pragmatic and understanding that

So what can be achieved
during that time?

And I think instead of
having the approach of saying

innovation is everyone's job,
which is the kind of thing.

Actually we see written and
talked about all the time.

It's a, it's saying, well,
where can we make an impact

And, rather than fighting against
the people that might resist is

really engaging with the people
who do engage and are up for it.

And rather therefore them
making a change in 1000

I think it's better to transform
this small team who can kind of

carry the torch, can actually
deliver some successes.

And then also think about what are the
different parts of the organization

Expert Insight

Common discussions around change tell you to "celebrate the failure". 
Mike Hatrick, Group Director of IP Strategy and Portfolio in Volvo Group agrees, but he underlines that he doesn't believe culture change is the right strategy. 
So what's the other option?
Hatrick answers this question in an excerpt from our recent video 'Why corporate innovation fails'. 

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Mike Hatrick

Group Director IP Strategy and Portfolio  

"Drive the change", "Celebrate the failure"
These mottos are relying on the fact that you could have enough time for the change. But what if you do not? 

Introduction

Culture change in an organization needs a lot of time and is not the right strategy according to Hatrick.
Instead Hatrick makes the case of being pragmatic, understanding that you`ve got a limited period of time and not saying innovation is everyone`s job. 