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• Bendak, S., Shikhli, A.M.  & Abdel-Razek, R.H.  | Ardito, L. (Reviewing editor) (2020)   How changing organizational culture can enhance innovation: Development of the innovative culture enhancement framework ,  Cogent Business & Management, 7(1), DOI:  10.1080/23311975.2020.1712125
• Cheng, J-H., Huang, K-K., Zhao, J.F., & Wu, P. (2019).  Open innovation: The role of organizational learning capability, collaboration and knowledge sharing .  International Journal of Organizational Innovation,  11 (3), 260-272.
• Dziallas, M. & Blind, K. (2019). Innovation indicators throughout the innovation process: An extensive literature analysis . Technovation,  80-81,  3-29.
• Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning .  Research in Organizational Behavior ,  36 , 157–183. https://doi.org/10.1016/j.riob.2016.10.001

Example Dissertations & Theses

• Shah, J. (2022).  The Influence of Organizational Culture on Organizational Innovation for Employees in Pharmaceutical Organizations   (Order No. 29394178). Available from ProQuest Dissertations & Theses Global. (2726031115)
• Feffer, Y. (2021).  The Relationship Between Organizational Culture and Organizational Innovation   (Order No. 28545196). Available from ProQuest Dissertations & Theses Global. (2546583716).
• Cortes, A. F. (2019).  Exploring the Influence of Leaders on Organizational Innovation   (Order No. 13809195). Available from ProQuest Dissertations & Theses Global. (2302015064).

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Organizational culture, innovation and performance: a study from a non-western context

Journal of Management Development

ISSN : 0262-1711

Article publication date: 13 January 2020

Issue publication date: 13 October 2020

The purpose of this paper is to examine the links between organizational culture, innovation and banks’ performance in Palestine.

Design/methodology/approach

Data were gathered from 186 employees working in the Palestinian banking sector. The data gathered were analyzed using the PLS-SEM approach.

The findings of the study show that organizational culture and marketing innovation have a positive impact on banks’ performance. Moreover, it was found that marketing performance partially mediates the relationship between organizational culture and banks’ performance.

Practical implications

The paper may be of use for banks managers to create an organizational culture, which fosters both innovation and performance.

Originality/value

The paper is unique as it examines organizational culture, innovation and performance links in a non-western context.

• Performance
• Technological innovation

Organizational culture

• Marketing innovation

Aboramadan, M. , Albashiti, B. , Alharazin, H. and Zaidoune, S. (2020), "Organizational culture, innovation and performance: a study from a non-western context", Journal of Management Development , Vol. 39 No. 4, pp. 437-451. https://doi.org/10.1108/JMD-06-2019-0253

Emerald Publishing Limited

Copyright © 2020, Mohammed Aboramadan, Belal Albashiti, Hatem Alharazin and Souhaila Zaidoune

Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

Introduction

Nowadays, organizations need to operate in business environments, which are characterized by fast technological changes, intensive international competition and continuous changing client’s preferences ( Droge et al. , 2008 ). Given these complexities, innovation is seen as one of the critical factors for achieving organizational success and sustaining competitive advantage ( Damanpour and Gopalakrishnan, 2001 ). It is well documented in the literature that innovative organizations have more flexibility and can respond quickly to changes, in order to take advantage of business opportunities ( Drucker, 1985 ). Innovation is considered as a competitive mechanism for organizations’ performance and success, and is regarded as an important instrument to adapt to a continuously changing business environment ( Blackwell, 2006 ). Furthermore, previous studies provide evidence that innovation can positively affect performance (e.g. Baker and Sinkula, 2002 ; Damanpour and Gopalakrishnan, 2001 ; Luk et al. , 2008 ; Naranjo-Valencia et al. , 2016 ; Uzkurt et al. , 2013 ).

Because of the critical role innovation plays in different organizational settings, several scholars have attempted to determine the factors that are associated with influencing innovation ( Koc and Ceylan, 2007 ). One of the factors that seems to have an impact on innovation is the organizational culture ( Büschgens et al. , 2013 ; Lin et al. , 2013 ; Martins and Terblanche, 2003 ; Tushman and O’Reilly, 1997 ).

On the other hand, organizational culture has been studied in terms of definitions, theoretical scopes, conceptualizations, characteristics and types (e.g. Lavine, 2014 ; Schein, 1996 ). Although organizational culture was argued to contribute to achieving common values promotion ( Naranjo-Valencia et al. , 2016 ), competitive advantage ( Calciolari et al. , 2018 ) desirables employees’ behaviors ( Nazarian et al. , 2017 ; Zhang and Li, 2016 ) and innovation ( Lin et al. , 2013 ), empirical support is still limited ( Hartnell et al. , 2011 ; Kim and Chang, 2019 ).

Regardless of the important role organizational culture plays in promoting innovation, most of the studies were carried out in western contexts. Moreover, a very limited number of studies examined the association between organizational culture and performance through the intervening mechanisms such as innovation (e.g. Martins and Terblanche, 2003 ; Naranjo-Valencia et al. , 2016 ; Uzkurt et al. , 2013 ).

Our study contributes to the literature in several ways. First, we attempt to investigate the “black box” of the organizational culture-performance relationship through the mediating effects of marketing and technology innovation. Based on a critical review of previous empirical studies, very limited research (e.g. Naranjo-Valencia et al. , 2016 ; Tseng et al. , 2008 ; Uzkurt et al. , 2013 ) examined the role of innovation as a mediator between organizational culture and performance. Second, our study responds to the different scholarly calls to advance empirical research on innovation and organizational culture ( McLaughlin et al. , 2008 ; Nakata and DiBenedetto, 2012 ; Tellis et al. , 2009 ). Finally, most of the studies examining organizational culture and performance were carried out in western setting. For instance, Budhwar et al. (2019) suggested that there is a need to enrich the literature of HRM and organizational behavior research in the Middle Eastern region. Among the suggestions made by Budhwar et al. (2019) was to investigate the mechanisms which govern the relationship between OB, HR factors and organizational performance. Given this discussion and to respond the scholarly calls to advance the organizational behavior and HR research in the Middle East, our study aims at investigating the relationship between organizational culture and banks performance via the mediating role of innovation. Moreover, we argue that more studies are needed in diverse non-western settings, in order to better understand the relationship between organizational culture and performance.

Theory and hypotheses

Organizational culture, definitions and models.

Chang and Lin (2007) consider culture as one of the vital factors for organizations and their activities. In literature, many definitions were given to organizational culture, each from a different perspective. Overall, organizational culture commonly represents the routine activities taking place in an organization ( Lundy and Cowling, 1996 ). More specifically, it refers to the shared set of values and behaviors inside an organization ( Deshpande and Webster, 1989 ). It is also used to describe the set of assumptions and behaviors employees within an organization have adopted ( Martins and Terblanche, 2003 ). Many researchers were interested in the field of organizational culture assuming it is a driving factor to the organization’s innovation, productivity and financial performance ( Blackwell, 2006 ).

Many studies were conducted to determine the different categories of organizational culture ( Blackwell, 2006 ; Martins and Terblanche, 2003 ). Some of them have considered that organizational culture can be divided into four categories, namely, clan, hierarchy, adhocracy and market ( Cameron and Freeman, 1991 ; Deshpande et al. , 1993 ; Quinn, 1988 ). Quinn and Spreitzer (1991) have suggested that organizational culture is composed of four different cultures: development culture, group culture, rational culture and hierarchal culture. Similarly, Chang and Lin (2007) believe that organizational culture follows the four concepts of: innovativeness, cooperativeness, effectiveness and consistency. In addition, Wallach (1983) suggested a simpler classification of the organizational culture following its functions: bureaucratic, innovative and supportive perspectives. A further classification for the culture was presented in the organizational culture profile suggesting that it is related to seven main values: innovation, aggressiveness, result orientation, stability, people orientation, team oriented and a detail focus culture. The organization’s culture can be also classified according to being a: service culture organization that focuses on providing the highest value to its customers, or a safety culture that focuses on having strong work-place standards, or both ( O’Reilly III et al. , 1991 ). Moreover, according to Robbins (2001) , characteristics like leadership, risk aversion, amount of detail, result focus, people focus, team focus, hostility and stability are the main characteristics of organizational culture.

Organizational culture and performance

Organizational culture has a significant impact on banks’ performance.

Innovation, on the other hand, is used to refer to new products, services, processes or technologies that require acceptance and eventually adoption and implementation ( Damanpour, 1991 ; Thompson, 1965 ; Zaltman et al. , 1973 ). Innovation is the factor that enables the innovative processes to produce new products and services, new technologies and new concepts ( Sutanto, 2017 ).

According to Padilla-Meléndez and Garrido-Moreno (2012) , knowledge of innovation needs more communication, and interaction between not only researchers, but also stakeholders affected by this, as well as, leaders. This way new ideas, processes and interactions can have an economic and commercial benefit. Hence, leaders, managers and researchers in organizations and universities should be aware of the different ways of innovation.

Innovation, in the literature, can be divided into different types. The most popular typology of innovation divides it into three types: “administrative vs technical,” “product vs process” and “radical vs incremental” ( Gopalakrishnan and Damanpour, 1997 ). Another classification of the typologies of innovation was developed by Jensen et al. (2007) . According to this classification, innovation can be classified as: “Science, Technology and Innovation” (STI) that is based on analytical knowledge and “Doing, Using, and Interaction” that is subject to knowledge retrieved from the engineering field ( Coenen and Asheim, 2006 ; Lorenz and Lundvall, 2006 ). Innovation can be divided into three groups: product-related, technology-related and behavior-related perspectives. The technology-related innovation is related to the readiness to adopt current technologies and processes and the tendency of the organization to adopt new technologies and processes internally ( Kitchell, 1995 ). Behavior-related innovation relates to the speed, at which the organizational system is ready to adopt new ideas relative to competitors ( Rogers, 1995 ). Lastly, product-related innovation is about the ability of an organization to generate new ideas, products, services and processes, or to buy them ( Stalk et al. , 1992 ). Moreover, as innovation is responsible for implementing totally new or ameliorated versions of products, services or processes within the organization, or in the external relations ( OECD and EUROSTAT, 2005 ), innovation can be classified into four categories. First, product innovation, which refers to the radical changes or ameliorations done to products and services. Second, process innovation, which refers to the major changes done to the production system or to the delivery mode. Third, organizational innovation, which refers to the adoption of new business processes that affect the business process within the organization and or on external relations. And fourth, marketing innovation, which refers to any change made to one of the four marketing Ps (product, price, placement and position) ( OECD and EUROSTAT, 2005 ).

Organizational culture and innovation

As innovation plays a significant role in determining an organization’s success, several studies attempted to examine its antecedences ( Crossan and Apaydin, 2010 ). Different studies found that organizational culture and organizational design are the most influential determinants ( Mumford, 2000 ).

Organizational culture can affect the innovative attitude in two ways. The socialization process teaches individuals how to behave and act toward one another. Moreover, the organization’s structure, policy system, procedure and management orientation can be affected by the basic “values, beliefs and assumptions” ( Martins and Terblanche, 2003 ). Hence, culture can encourage innovation among employees, because it drives them toward accepting innovation as a philosophy of the organization ( Hartmann, 2006 ). Different values of culture were regarded as means to foster innovation. Examples of these cultural values were creativity and initiative ( Jamrog et al. , 2006 ), entrepreneurial mindset ( McLean, 2005 ), freedom and autonomy ( Ahmed, 1998 ), risk taking ( Wallach, 1983 ), teamwork ( Arad et al. , 1997 ), marketing orientation and flexibility ( Martins and Terblanche, 2003 ).

Organizational culture has a significant impact on marketing innovation.

Organizational culture has a significant impact on technology innovation.

Innovation and performance

Research has found that innovation plays a significant role in organization performance ( Higgins, 1995 ; Hult et al. , 2004 ). Organizations able to innovate are more capable to deliver new products and services, improve processes in a faster way to fit the market’s needs and capitalize on opportunities better than non-innovative organizations ( Jiménez-Jiménez et al. , 2008 ). Moreover, innovation has been associated with higher levels of growth and profitability ( Li and Atuahene-Gima, 2001 ).

Marketing innovation has a significant impact on banks performance.

Technology innovation has a significant impact on banks performance.

The present study is a quantitative study applied to the Palestinian banking sector with the purpose of examining the hypothesized positive relationships between organizational culture, marketing innovation, technological innovation and banks’ performance. Data were gathered using a self-administered questionnaire distributed to the employees of banking sector located in Gaza strip. The distribution and collection method were the drop-off and pick up approach. A total of 320 employees were invited to fill the questionnaire. A total of 186 filled and usable questionnaires were gathered and valid for statistical analysis. The response rate in our study is 58 percent.

Respondents’ profile

Most of the respondents were male (70 percent). In total, 25.8 percent of the respondents were aged higher than 44 years, 25.8 percent were aged less than 30 years, 38.7 percent were aged from 30 to 38 years and 9.7 percent were aged from 38 to 44 years. Regarding experience, 32.3 percent had 5–10 years of experience, 16.1 percent had 10–15 years of experience, 22.6 percent had an experience of more than 15 years and 29 percent had less than 5 years of experience. Concerning education, most of the respondents had a bachelor’s degree (87.1 percent).

This scale is measured using 22 items adopted from previous studies, such as Claver et al. (1998) , Denison and Mishra (1995) , Jamrog et al. (2006) , McLean (2005) and Wallach (1983) . These items were “teamwork, communication, openness, work autonomy, commitment, employee’s involvement, flexibility, creativity, responsibility, objective orientation, customer focus, continuous learning, risk taking, adaptability, entrepreneurial mindset, performance incentives, excitement, work engagement, decision making, marketing orientation, and high standards and values.” The internal consistency was 0.956. A five-point Likert scale was used to assess the items of this construct.

Marketing and technology innovation

Marketing innovation and technological innovation were measured by a three-item scale for each. Both scales were adopted from Hogan et al. (2011) . A sample item for marketing innovation is “Our bank develops, revolutionary for the industry, marketing programs for our services/products” and a sample item for technology innovation is “Our bank adopts the latest technology in the industry.” The values of international consistency for marketing and technological innovation were 0.848 and 0.765, respectively. A five-point Likert scale was used to assess the items of these two constructs.

Banks’ performance

Respondents assessed this measure using a seven-item scale adopted from Agbényiga (2011) . Examples of this self-reported assessment were “effective services, customer satisfaction, organizational reputation, quality of the service.” The internal consistency value was 0.921. A five-point Likert scale was used to assess the items of this construct.

Initial analysis

Table I shows correlations and descriptive statistics of the research variables. The means and SDs for the examined variables were (Mean: 4.15, SD: 0.55) for organizational culture, (Mean: 4.44, SD: 0.48) for marketing innovation, (Mean: 4.56, SD: 0.45) for technology innovation, and (Mean: 4.30, SD: 0.60) for banks’ performance. According to the results, correlations were significant between marketing innovation, organizational culture and performance.

Assessing the measurement model

For the purpose of checking the internal consistency of the items, factor loading was calculated for each variable. Three items of organizational culture were removed from the model due to their low loading. All other items loadings were retained as their factor loading was higher than 0.5 as presented in Figure 1 . Furthermore, we have checked for the variables’ reliability by calculating the average variance extracted and composite reliability ( Hulland, 1999 ). As presented in Table II , AVE values for all variables were higher than 0.5 and CR values were higher than 0.7 ( Hulland, 1999 ). Hence, all variables in the model can be regarded as internally reliable and consistent.

For the purpose of examining discriminant validity, two approaches were utilized. First, the heterotrait–monotrait (HTMT) method was used, in which the results ( Table III ) show that HTMT values are lower than the value of 0.90, as suggested by Henseler et al. (2015) . The second method was the Fornell and Larcker (1981) technique by estimating the square root of the AVE and comparing it with the correlations between latent variables. The results in Table IV show that all square roots of the AVE are higher than the correlations between the examined variables. Hence, the discriminant validity condition was met.

Assessing the structural model

Table V shows that the R 2 values for banks’ performance and marketing innovation exceed the acceptable moderate ratio as suggested by Chin (1998) . Banks performance has an R 2 value of 0.561, marketing innovation an R 2 value of 0.112. Technological innovation had a week value of R 2 of 0.055. On the other hand, the effect size f ² for the research variables was also calculated. Results of f ² values presented in Table VI showed medium effects for the following relationships: organizational culture on performance, organizational culture on marketing innovation and marketing innovation on performance. On the contrary, the effect was week for the technological innovation and performance link.

Testing the hypotheses: direct and mediating effects

For the purpose of testing the research hypotheses H1 – H5 , we have calculated the direct effects. Table VII shows all the hypotheses were supported expect for H5 . Organizational culture is positively related to banks’ performance ( β =0.596, p =0.000). Organizational culture is positively related to both marketing innovation ( β =0.334, p =0.000) and technology innovation and ( β =0.234, p =0.000). Marketing innovation was found to exert a positive effect on performance ( β =0.297, p =0.000). The relationship between technology innovation and performance was not significant ( β =−0.001, p =0.982).

For the purpose of testing the mediating effects of both marketing and technology innovation, we have calculated the indirect effects. The results show that marketing innovation mediates the relationship between organizational culture and banks performance ( P =0.007, t =2.698***). Technology innovation did not exert a significant mediating effect between organizational culture and performance.

Discussion and implications

The purpose of our study was to examine the links between organizational culture, innovation and banks’ performance in a non-western context (Palestinian context). The findings of our study provide evidence for the relationship between organizational culture and banks performance, supporting H1 . The results of our study are in line with previous studies demonstrating a positive relationship between organizational culture and performance (e.g. Daft, 2007 ; Fey and Denison, 2003 ; Kim and Chang, 2019 ; Kraśnicka et al. , 2018 ; Ngo and Loi, 2008 ; Salimi and Aveh, 2016 ). The results imply that the values and philosophy adopted within Palestinian banks contribute positively to the banks performance.

Concerning the relationship between organizational culture and innovation, our results show that organizational culture is a significant predictor of both marketing and technology innovation at Palestinian banks, lending a support for H2 and H3 . The results are consistent with previous studies, which investigate organizational culture-innovation links ( Büschgens et al. , 2013 ; Chang and Lee, 2007 ; Lau and Ngo, 2004 ; Lin et al. , 2013 ; Miron et al. , 2004 ; Naranjo-Valencia et al. , 2016 ; Rezaei et al. , 2018 ; Tseng et al. , 2008 ; Uzkurt et al. , 2013 ). The results imply that organizational culture fosters both marketing and technology innovation.

Although our results provide empirical evidence on the links between marketing innovation and banks’ performance ( H4 ) and are in line with previous empirical support ( Afcha, 2011 ; Artz et al. , 2010 ; Baker and Sinkula, 2002 ; Damanpour, 1991 ; Farley et al. , 2008 ; Luk et al. , 2008 ; Tseng et al. , 2008 ), technology innovation did not exert any significant effect on banks performance, lending no support for H5 . These results can be justified by the fact that in a developing country like Palestine, technology-related innovation might not attract customers, due to the lack of culture and trust in using different technologies (ATM machines, online banking, etc.). This means that innovating at the technological level does not necessarily contribute to higher performance in the Palestinian banking sector.

Finally, our results show that marketing innovation plays an intervening role in the relationship between organizational culture and banks performance. Marketing innovation partially mediates this relationship, suggesting that organizational culture affects marketing innovation and marketing innovation, in turn, generates higher performance.

Implications

Our results contribute both to the theory and practice. Theoretically, the study is one of the very few studies conducted in a non-western context in the banking sector. In Middle Eastern region and specifically in Palestine, there is a lack of research on the culture-innovation-performance relationships.

Practically, our results provide useful recommendations to banks’ senior management on the significance of organizational culture and innovation and their contribution to performance. Our findings provide fertile grounds for the banking sector in Palestine on the importance of organizational culture as a tool for encouraging innovation and banks performance. The presence of a strong culture that is characterized by teamwork, communication, openness, work autonomy, commitment, employee’s involvement, flexibility, creativity, responsibility, etc., will positively contribute to innovation and firm performance alike. The existence of a climate that is characterized by objective orientation, customer focus, continuous learning, risk taking, adaptability, entrepreneurial mindset, performance incentives, excitement, work engagement, decision making, marketing orientation, and high standards and values, is of extreme importance to the firm success at different levels. Moreover, the results provide insights to the banking sector which is striving to be responsive to challenging environments through successfully adopting innovation.

The Palestinian banking sector encountered several environmental complexities in the last years, hence, innovation can be very useful in order to sustain competitive advantage. Managers in Palestinian banks should encourage their staff members to create innovative ideas and provide them the right reward to establish an innovative culture in the organization. Furthermore, communication between banks’ employees at the horizontal and vertical level can be very beneficial to find the best ways to implement innovation at different levels.

Limitations and future research

Like any other study, our study has some limitations. First, marketing innovation, technology innovation and banks’ performance were assessed by subjective measures. Future research might consider using more objective measures of innovation. Second, data were collected only from the Palestinian banking sector and this might restrict the generalizability of the results to other sectors. Hence, future research might replicate and extend this study to other sectors in Palestine and similar national contexts in the region such as Jordan and Lebanon. Future research using larger data and across different sectors will give more insights on the association between organizational culture and performance through innovation. Third, our research design does not allow the researchers to establish cause and effect links between the examined variables, hence, longitudinal research is recommended for future devours. In general, organizational culture research conducted using only quantities techniques provide restricted understanding. Hence, future studies might consider using qualitative methods to provide better explanation of the organizational culture, innovation and performance associations. Finally, our research analyzed only the role of marketing and technology innovation in the banking sector. Future studies might consider examining the role of other forms of innovation. Finally, it would be also interesting for future studies to investigate the different types of organizational culture and their impact on innovation and performance in the Middle Eastern region.

PLS measurement model analysis

Means, standard deviation and correlation matrix

Heterotrait–monotrait ratio for the research variables

Fornell–Larcker criterion for the research variables

Direct and mediating effects analysis

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A Growth Strategy that Creates and Protects Value

• David A. Hofmann
• John J. Sumanth

Four steps to build a continuous value creation cycle.

For organizations to truly innovate and grow, leaders in every role and at every organizational level must be attuned to how they are creating new value while simultaneously protecting existing value. Just as a soccer coach must simultaneously pursue both scoring and defending, leaders must constantly focus their attention on opportunities to create value — through innovation, risk-taking, and experimentation — and to protect value — by preserving and defending key aspects of their responsibilities. Because both approaches are essential to success, organizational leaders must proactively and continually encourage their teams to adopt both a creating value and protecting value mindset when tackling their day-to-day responsibilities. But how can leaders do this? More specifically: Where and how do leaders deploy these two approaches, and how do these approaches change over time? In this article, the authors offer four steps leaders can take to ensure that they’re on the right path for growth.

Ask any leader what comes to mind when they hear the word “innovation” and you’ll quickly hear examples of a new, user-centric product design, or an R&D team pursuing a new mission, or their company’s exploration of a new market opportunity to drive additional revenue. But what if this relatively narrow view captures only a slice of the potential innovation that resides within your organization? What if your organization could unlock non-traditional avenues and areas for innovation, experimentation, and value creation?

• David A. Hofmann is the Hugh L. McColl, Jr. Distinguished Professor of Leadership and Organizational Behavior and Senior Associate Dean of UNC Executive Development at the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill.
• John J. Sumanth is the James Farr Fellow & Associate Professor of Management at the Wake Forest University School of Business.

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A culture of intrapreneurship: 3 practices for organizational innovation

By torie anderson.

In business, reinvention does not happen overnight. It is the result of scaled innovation – years of experimentation to identify and implement solutions to evolving challenges.

However, some senior leaders see innovation only as a one-off like a new product, service upgrade or go-to-market strategy. The misconception can stall a company’s progress toward significant goals and lasting industry impact. Expert faculty from the Cornell SC Johnson College of Business and ILR School recently shared three tactics organizations can use to integrate innovation throughout their operations.

1. Create a culture of intrapreneurship.

Rather than limiting out-of-the-box thinking to specific projects, executives and managers can guide employees to operate like entrepreneurs within their businesses. Through this approach, known as intrapreneurship, leaders help team members function with the autonomy and accountability to contribute new creative ideas on a continuous basis.

“As I work with companies globally, the primary reason I see innovation ‘getting stuck’ is that organizations approach it as a singular task,” said Neil Tarallo , senior lecturer of management and organizations at the Cornell Nolan School of Hotel Administration. “Innovation is an ongoing process, and it requires commitment, adaptability and a willingness to embrace change.”

Great innovation, according to Tarallo, begins with the C-suite and moves downward throughout an organization. Executives can foster creativity from the top by dismantling rigid hierarchies and empowering employees at all levels to share ideas. Additionally, managers can encourage cross-functional collaboration among teams.

“The companies best positioned to innovate when it is most necessary are those that innovate in small ways every day,” said Tarallo. “These organizations operate in teams that bring a range of specialties and perspectives to each challenge they face. This approach leads to a more forward-thinking culture than can sustain a business in the long term.”

2. Support risk-taking and long-term thinking.

Innovation often requires risk. To help employees adopt a positive risk mindset, leaders can encourage – and reward – experimentation, set realistic expectations for results and make it clear that failures are opportunities to learn and not stairsteps to punitive consequences.

Yuan Shi , assistant professor of management and organizations at the Nolan School, offers additional guidance for executives and managers discussing innovation with backers and shareholders.

“External investors might not immediately grasp the value of ideas that bridge different fields, despite the eventual significant impact of these cross-domain concepts,” Shi said. “Breakthrough innovation demands considerable patience from investors and may face threats from short-term thinking in the market. Firms should embrace longer time horizons and prioritize longer-term returns.”

Shi advises leaders to communicate with transparency, detail the competitive advantages and financial value of innovation and provide regular progress updates with evidence of impact.

3. Earmark resources for innovation.

A lack of resources can be a barrier to success for innovation, but oftentimes the greatest obstacle can be the tendency not to view innovation as an initiative that requires tangible support. According to Brian Lucas , assistant professor of organizational behavior at the Cornell ILR School, leaders may want big ideas but they are unlikely to receive them unless they make provisions for creativity.

“People believe a breakthrough idea is something that just pops into someone’s head, maybe while taking a shower, riding the bus, talking with a colleague or just by thinking hard enough,” said Lucas. “Leaders think that they just need to put out a call for innovation, and eventually one of their workers will have a good idea. Sometimes this happens. But more often breakthrough ideas are the result of deliberate creative work that requires resources.”

Lucas encourages executives to consider the four categories of people, time, space and funding in their efforts to support innovation: “Ask yourself how many people do you have working on new ideas and can these people bring in other people if needed. Do the people have dedicated time for innovation, or are they expected to multitask? Is there dedicated space for creativity and conversation? Do they have money to buy data and research, materials for prototyping, consulting services, travel and more?”

As the use of artificial intelligence (AI) increases, companies can also take steps to ensure that human knowledge and the latest technology can coexist successfully. Businesses can use tech as a tool for employee innovation and provide upskilling resources necessary for new job opportunities .

“Historically, tech advancements lead to employment and economic growth,” Lucas said. “Companies and leaders who view innovation as ongoing work are best equipped to use AI as a resource for creativity and to benefit from its potential.”

Gain expertise in cutting-edge innovation practices in one of Cornell’s more than 30 online leadership certificate programs, including Intrapreneurship , Innovation Strategy and Leadership Agility .

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Dissertations / Theses on the topic 'Organizational innovation'

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Kondaveeti, Srinivasa Kiran, and Andreas Kostoulas. "Successful Organizational Innovation and Key Driving Factors." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17295.

Zirpoli, Francesco. "Open innovation : an organizational perspective." Thesis, University of Cambridge, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.612488.

Haque, Rezwan. "Organizational Innovation in Health Care." Thesis, Harvard University, 2015. http://nrs.harvard.edu/urn-3:HUL.InstRepos:17463146.

Ehteshami, Sheba. "The Happiness Design| An Innovation Study." Thesis, University of Southern California, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10748221.

This study investigated the knowledge, motivation, and organizational elements necessary for understanding the implications of happiness on performance in the workplace. Using the Clark and Estes (2008) gap analysis, a set of knowledge, motivation, and organizational assumed influences were documented based on the support of literature and generated hypotheses. Subsequently, data was collected through interviews and surveys and triangulated via observations. A subset of the assumed influences were validated based on collected data, indicating that while happiness is not a clear indicator of performance, it does have a direct correlation with an individual’s desire to go above and beyond expected responsibilities, particularly as it relates to embedding creativity in assignments.

Cobbe, Brian. "Measuring Innovation." Thesis, Blekinge Tekniska Högskola, Sektionen för management, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-1142.

Swim, Lyall J. "Understanding the impact of a radical innovation on innovator attitudes, attributes, and innovation-decision process| A case study of the Pulaski Academy football program's adoption of radical innovations." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10245500.

Understanding the attitudes and attributes of innovators is crucial given the gatekeeper roles these individuals or organizations play in enabling innovation diffusion to occur. But what do innovators look like, and are their characteristics the same regardless of the type of innovation being adopted?

This case study of sought to understand the experience of the Pulaski Academy football program during the 2003 season as it acted as an innovator in adopting several radical innovations. The study provides a detailed case narrative that relies upon 25 existing text, audio, and video artifacts as well as 12 semi-structured interviews with program participants that included coaches, players and administrators, which were part of the 2003 Pulaski Academy football program.

The findings of this study suggest that the innovations Pulaski adopted were radical in nature as defined by Henderson & Clark (1990) and did have an impact on the attributes required to be an innovator. Further, these attributes differed in several instances from what Rogers’ (2003) diffusion of innovations theory posits. The study showed that team’s improved performance was the result of the adoption of a single radiation innovation, the no punting philosophy, but rather a combination of the adoption of several of the innovations and the leadership style of the head coach. The results of the case study confirmed Rogers’ (2003) and Goss’ (1979) assertion that unintended consequences occur with adoption. This particular case demonstrated that one of the unintended consequences of becoming an innovator is that the innovator status opens up additional and early access to other innovations.

These findings point to several recommendations for researchers, including: seeking to understand what innovator characteristics are unique for other innovation types noted in Henderson and Clark’s typology, testing the findings of this case in other social contexts, and evaluating the role the other unintended consequences noted in the study had in contributing to the Pulaski’s success. For practitioners, the findings suggest possible leadership core competencies needed to facilitate innovation adoption and a caution to avoid the temptation to look for a silver bullet when attempting to help an organization be more innovative.

Scaringella, Laurent. "Which organizational capabilities and inter-organizational knowledge dynamics enable innovation within an ecosystem ?" Thesis, Rennes 1, 2019. http://www.theses.fr/2019REN1G010.

Law, Philip Herbert. "Achieving sustainable organizational profitability| The management of innovation." Thesis, Capella University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3599567.

This study utilized a qualitative phenomenological design to examine the experiences of former Accomopharm (a pseudonym) executive managers that implemented innovative management to achieve sustainable profitability. Understanding innovation in the field of organizational management as it pertained to recognizing opportunities for innovation through managerial change was foundational to this research. The study examined participants’ perspectives on organizational innovation as revealed by an analysis of organizational vision, participative safety, task orientation, and support for innovation. The factors were found to provide significant predictions of perceived team effectiveness that determined the extent to which management teams were able to think of new ways and methods for developing and implementing innovative products, managerial methods, and services. The researcher analyzed data obtained from personal interviews conducted telephonically with 10 former executive managers with Accomopharm that volunteered for the interviews. The participants spoke openly and explicitly regarding their experiences with innovative management and in implementing managerial change in achieving sustained organizational profitability. Additional insights into organizational change advanced by an enhanced knowledge of innovation may provide leadership with better strategies that will improve the rates of successful change initiatives.

Akter, Ruzlin, and Shashiprabha Rathnayaka. "The Impact of Organizational Culture and Leadership on Organizational Innovation." Thesis, Högskolan i Gävle, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-29257.

Unger, Brigitte, and Martin Zagler. "Organizational versus technological determinants of innovation." Inst. für Volkswirtschaftstheorie und -politik, WU Vienna University of Economics and Business, 2000. http://epub.wu.ac.at/454/1/document.pdf.

Yu, Warren. "Cultivating innovation to ignite organizational transformation." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2004. http://library.nps.navy.mil/uhtbin/hyperion/04Mar%5FYu.pdf.

Davis, Carolyn D. "Organizational innovation the role of top management in different stages of innovation implementation /." Diss., Available online, Georgia Institute of Technology, 2004:, 2003. http://etd.gatech.edu/theses/available/etd-04062004-164628/unrestricted/davis%5Fcarolyn%5Fd%5F200312%5Fphd.pdf.

Tejan, Sheikh. "Organizational Size's Effect Strategic Service Innovation and Strategic Service Delivery Innovation." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6136.

Fahrudi, Agung N. L. I. "Managing organizational learning ambidexterity: An exploratory study of Australian large service organizations." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2018. https://ro.ecu.edu.au/theses/2120.

Suydam, Richard L. "Implementation of an organizational innovation assessment survey." Menomonie, WI : University of Wisconsin--Stout, 2004. http://www.uwstout.edu/lib/thesis/2004/2004suydamr.pdf.

López, Vega Henry Nelson. "Open Innovation: Organizational Practices and Policy Implications." Doctoral thesis, Universitat Ramon Llull, 2012. http://hdl.handle.net/10803/89770.

Tasheva, Marina, and Patchara Thaisrivichai. "Organizational innovation processes and network relationships development -." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-877.

Date: 06/10/2008

Level: Master Thesis in International Business and Entrepreneurship

Title: Organizational innovation processes and network relationship development-“The case study of Athera Biotechnologies and AstraZeneca R&D”

Authors: Marina Tasheva and Patchara Thaisrivichai

Advisor: Bengt Olsson

Research Problem: It has been known that developing a novel drug in pharmaceutical companies is a complex and expensive process. A company within these industries is forced to increase its innovativeness in order to compete with others. In this case study we will examine Athera Biotechnologies AB and AstraZeneca R&D respectively and how both companies promote, develop, sustain and enhance organizational innovation. At the same time we will also examine what is the two companies’ business strategy when it comes to networks relationship development.

Aim of thesis: The main purpose of our thesis is to compare two Swedish pharmaceutical companies and to see what are the differences and similarities in the way they foster organizational innovation processes.

Method: The method used for analyzing the collected data and information in our research is qualitative. We decided to use this method to examine the two companies’ organizational innovation processes and networks development. Further on we have collected both primary and secondary data. Primary data was collected through two semi-structured interviews with open questions. Secondary data was gathered from companies’ official web sites, annual reports and different publications and articles.

Conclusion: Our findings indicate that organizational innovation is crucial for pharmaceutical and biotechnological companies to sustain their competitive advantage in the rapid changing environment within this industry. Further more, entrepreneurial culture, corporate culture and networks and partnerships are the main factors that help AstraZeneca R&D and Athera to develop, maintain and enhance their organizational innovation. This in turn leads to the ability of the firms to successfully propose, adopt, develop and implement any new idea in relation to certain product or process.

Key words: Organizational Innovation, Entrepreneurial Culture, Corporate Culture, Networks and Partnership, Entrepreneurship

Marling, Robin N. "Effective military innovation : technological and organizational dimensions." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2002. http://library.nps.navy.mil/uhtbin/hyperion-image/02Jun%5FMarling.pdf.

Danks, Shelby. "Measuring Culture of Innovation: A Validation Study of the Innovation Quotient Instrument." Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc848105/.

Johnson, Sandhya Raichur. "Innovation Adaptation| A Study of Indian OD Practitioners Implementing Appreciative Inquiry in For-Profit Organizations." Thesis, Fielding Graduate University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10181968.

Diffusion of innovation across cultures is a broad field of study, especially when considering the adaptation of organizational development (OD) innovations into multicultural environments. Although OD interventions are often adapted to fit unique circumstances of each organization’s culture, this study explored whether there were specific adaptations that occur when OD interventions are applied to Indian organizations by Indian practitioners. The purpose of this qualitative study was to discover how appreciative inquiry (AI) as an OD intervention was received and adapted by OD practitioners in India with particular focus on for-profit organizations.

A thematic analysis of 17 implementations shared by Indian practitioners was conducted to examine the fidelity and extensiveness of AI adaptation. Toward this end, the study was tailored to ensure the intervention was localized and situated more specifically in the organizational and leadership contexts. Results revealed that AI, when applied to India-based for-profit organizations, exhibited a level of adaptation that could be applied on a global scale. It is anticipated that understanding the factors that drive AI adaptation in India will assist scholars and practitioners to establish guidelines for successfully transferring organizational innovations.

Weimer, Scott W. "Enabling, Managing, and Leveraging Organizational Learning for Innovation - A Case Study of the USAID Feed the Future Innovation Lab for Collaborative Research Program Network." Diss., Virginia Tech, 2018. http://hdl.handle.net/10919/95963.

Broman, Jakob, and Törnqvist Oscar. "Inbound innovation across the organizational life cycle : A multiple case study." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-259524.

Waters, John Frederick. "Knowledge and commitment in innovation processes." View thesis, 2004. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20050615.153801/index.html.

Franklin, Rebecca N. "Innovation Within Regulations: Gaining Insight On Cultivating Employee-Led Innovation In California Public-Sector Organizations." Scholarly Commons, 2020. https://scholarlycommons.pacific.edu/uop_etds/3704.

Batra, Jennifer C. "Innovation as everyday action| A case study of organizational discourse and the local meaning of innovation." Thesis, Purdue University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10146269.

This study describes and explicates the nuanced nature of commonly adopted buzzwords such as innovation by analyzing how innovation is defined and embedded structurally within a single organization. Working to uncover how the individual construction of a local definition of innovation within the global context of a quasi-academic organization changes as organizational priorities and practices evolve over time, I present the varied framings of innovation at the micro, meso, and macro levels, through two research phases (a) the definition phase and (b) the practice phase over the course of one year.

This thesis project is situated within a single Mid-Western quasi-academic organization specializing in informatics and health care research, and implementing targeted innovation strategies at the time of this study. Through the use of a mutli-methodological approach I layered the elements of d/D discourse inherent in interview data within the organizational context to present a glimpse into socially constructed view of commonly used buzzword innovation. By analyzing the interviews of 25 individuals at all organizational levels, with prior social network analyses and modified Delphi Method results, I found that employees shift their framing of innovation to align individual meanings with organizational perceived meaning (funded action and executive activities), individuals almost unanimously agreed that the organization by its nature of existence was innovative, but often struggled to name an innovation produced in the last year. Second, investigator-level innovation and staff-level innovation varied in its examples with investigators naming products and people. In addition, there are several possible rationales for why the definition of innovation changes over time but the reliance upon federal funding bodies may strongly shape perceptions at all levels. This study contributes to understanding how the changing nature of individual, organizational, and societal language and institutional structures affect and, in turn, are affected by employees’ lived experiences and organizing processes, practices, and texts. Specifically, this study provides a case study of such changes by developing understandings about how innovation is framed or defined by the individuals within the organization and how this definition changes in practice as it is applied within the organizational context. Additionally, this study contributes to the innovation discourse and materialities in addition to its pragmatic contribution to organizations that seek to engage in the innovation market to obtain competitive advantage.

Lecouvie, Kelly. "Organizational transformation, managers' experience of business process innovation." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0007/NQ43439.pdf.

Voigts, Scott Avery. "Organizational use of a framework for innovation adoption." Thesis, Monterey, California. Naval Postgraduate School, 2011. http://hdl.handle.net/10945/5532.

Bayramzade, Ulvi <1996&gt. "The influence of organizational culture on innovation processes." Master's Degree Thesis, Università Ca' Foscari Venezia, 2021. http://hdl.handle.net/10579/20486.

Tung, Chia-Ming, and 董嘉明. "The Relationship among Organizational Innovation Climate, Organizational Commitment and Innovative Behavior." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/83758500358367230530.

Chen, Yi, and 陳顗. "An exploration of Taiwan health care organizations perceived learning organization on perceived organizational innovation and organizational performance." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/23821894613729345267.

Lin, Yun, and 林昀. "Impacts of Organizational Innovation Capability and Organizational Innovative Climate on Organizational Innovation Performance：The Case of Mayer Steel Pipe Corporation in Taiwan." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/7w2sf8.

Chen, Hsingcheng, and 陳興政. "The Impact of Intra-Organizational and Inter-Organizational Innovation on Technological Innovation and Organizational Performance." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/68855570032510912703.

Ying, Yin, and 殷瑛. "Organizational Culture and Innovation." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/29198377582816500309.

Hung, Tseng Hsi, and 曾曦葒. "Innovation capital,Core competency and organizational innovation performance." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/15824579161062808931.

SUNG, Ming-Hung, and 宋明鴻. "Knowledge Sharing Climate, Organizational Demography, and Organizational Innovation." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/50769293021120527825.

Teh, Eong Yap. "Factors fostering organizational innovation in Malaysian business organizations : an empirical investigation." 2007. http://arrow.unisa.edu.au/vital/access/manager/Repository/unisa:37038.

Li, Tsung-Che, and 李宗哲. "The Relationships among Organizational Absorptive Capacity, Organizational Innovation and Organizational Performance." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/90830430575533611009.

Hsu, Yao-sheng, and 許耀昇. "The Study of Organizational Change, Organizational Innovation and Organizational Structure on Organizational Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/65642147796309471852.

"Organizational slack and its impact on innovation in nonprofit organizations." Wirtschaftsuniversität Wien, 2009. http://epub.wu-wien.ac.at/dyn/dl/diss/epub-wu-01_f09.

CHENG-YU, MARK HSIEH, and 謝正裕. "THE CORRELATION BETWEEN CREATIVITY OF ORGANIZATIONAL MEMBERS, CLIMATE OF ORGANIZATIONAL INNOVATION, ORGANIZATIONAL CULTURE AND ORGANIZATIONAL INNOVATION — CASE STUDAY OF HI-TECH COMPANY." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/13947168407583714363.

Talukder, MD Majharul. "Organizational innovation adoption: the determinants of the adoption of innovation by individuals within an organization." 2008. http://arrow.unisa.edu.au:8081/1959.8/43035.

Tsai, Chi-Tung, and 蔡啟通. "Organizational Factors, Creativity of Oragnizational Members and Organizational Innovation." Thesis, 1997. http://ndltd.ncl.edu.tw/handle/35033227250490452818.

Hsieh, Hsing-ta, and 謝幸達. "The Study of Organizational Decline, Slack and Organizational Innovation." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/00480817508036535335.

LIN, HUI-CHEN, and 林慧真. "The Study of Internal Marketing, Perceived Organizational Support, Organizational Innovation Climate and Employee’ Innovative Behavior." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/45681040508143288488.

Liu, Ying-Jhen, and 劉盈禎. "A Study of Effects of Job Motivation, Organizational Innovation Climate and Creativity on Organizational Innovation." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/5x6a43.

Huang, Chun Yuan, and 黃浚源. "The Study of Relationship among Patent Management, Organizational Innovation Climate, Organizational Execution and Organizational Innovation Performance in High-Tech Industry." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/92884407705309731633.

Liu, Yi-Wen, and 劉怡文. "IMPACTS OF ORGANIZATIONAL INNOVATION CAPABILITY AND LEADERSHIP STYLES ON ORGANIZATIONAL INNOVATION PERFORMANCE：ILLUSTRATED BY ELECTRONICS INFORMANTION INDUSTRY." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/zv972d.

PIN, WU CHIN, and 吳錦彬. "A Study on the Relationship between Organizational Innovation Climate and Organizational Commitment for Non-profit Organizations." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/66270427130513957071.

Lin, Chiao-Ling, and 林巧蛉. "The Influence of Innovation Strategy and Organizational Innovation on Innovation Quality and Performance." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/61026732610098128319.

HU, YEN-TING, and 胡雁婷. "Study on Impact of Organizational Innovation Climate on Organizational Commitment." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/8p6rba.

PhD Defence Xander Stegehuis | Servitization in inter-organizational constellations: a multi-perspective approach - Investigating the role of agile innovation approaches

Servitization in inter-organizational constellations: a multi-perspective approach - Investigating the role of agile innovation approaches

Xander Stegehuis is a PhD student in the department Industrial Engineering & Business Information Systems. (Co)Promotors are prof.dr.ir. L.J.M. Nieuwenhuis and dr. A.M. von Raesfeld Meijer from the faculty of Behavioural, Management and Social Science.

Key findings reveal the importance of an open and flexible managerial mindset, the necessity of embracing inter-organizational tensions stemming from diverging goals, perceptions, and expectations, and the role of agile innovation approaches. Agile methodologies provide a normative innovation framework that promotes the flexibility and open approach required for successful servitization. This work not only advances our theoretical understanding of servitization dynamics but also offers actionable insights for practitioners aiming to navigate the servitization journey effectively.

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Mayor Parker Appoints Chief Information Officer (CIO) to Lead City’s Technology Strategy

PHILADELPHIA – Today, Mayor Cherelle L. Parker announced the appointment of Melissa Scott as the City’s Chief Information Officer. In her role, Scott will lead the City’s Office of Innovation and Technology’s strategy and initiatives to support public technology and innovation. Creating a connected and equitable digital landscape is essential to the mayor’s vision of a Safer, Cleaner, Greener Philadelphia, with Access to Economic Opportunity for All.  

“I’m delighted to announce Melissa Scott’s appointment as our City’s Chief Information Officer,” said Mayor Parker. “My vision for the Parker Administration is a smart, interconnected government, where technology and innovation help produce better, more efficient delivery of services to every resident of Philadelphia. Given Melissa’s breadth of experience in IT, I’m confident we’ve found the right person for the job. I’m proud to welcome Melissa Scott to our team.”  

“I am honored to lead the City’s technology, innovation, and digital access efforts as its Chief Information Officer,” Melissa Scott said . “I am confident my experience, expertise in IT management and software development, and passion for collaboration will support my ability to lead the Parker Administration’s technology strategy over the next four years.”  

Scott has served the City of Philadelphia since 2015 as an Information Technology Director and Information Technology Project Manager. Scott is a graduate of Howard University, d edicated to customer satisfaction with focused delivery of technical solutions. She is well-versed in software development, infrastructure, security planning, and daily operations management. Scott proudly led a team of technical experts and stakeholders to create and launch the City’s Office of Licenses & Inspection’s pioneering mobile application.  

As Chief Information Officer, Scott will lead all aspects of the City’s information security with digital accessibility, and innovative practices as main priorities.

View Scott’s headshot here .

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City’s office of innovation and technology releases strategic plan for 2024-2025, city provides update on services impacted by network issue, city announces departure of chief information officer mark wheeler.

More From Forbes

How to prepare your organization to do something for the first time.

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Fear of change doesn’t just affect individuals — it can also influence entire organizations. But staying relevant and competitive demands that organizations be able to depart from convention and set precedents. But doing something for the first time, especially when the world is watching, is never easy for several key reasons.

1. You lack reference points . When something has never been done before, there are no existing examples or templates to follow. Without prior experiences to draw upon, it can be difficult to know where to start or how to proceed.

2. You face a higher risk of failure. Without historical data or past successes to guide you, there's a higher risk of failure when attempting something unprecedented. Failure can be intimidating and discouraging, especially if there's pressure to succeed or if the consequences of failure are significant.

3. You must overcome entrenched mental barriers . We are creatures of habit, and breaking away from established norms or routines can be psychologically challenging. It may require overcoming personal biases, fears, or doubts about one's own capabilities. Any self-limiting beliefs or fear of risk will undoubtedly be intensified when breaking from familiar ground.

4. Time horizons are longer, but patience is shorter. Pioneering efforts often require patience and persistence, as breakthroughs may take years or even decades to achieve. Maintaining momentum and support over long time horizons can be challenging, especially when there are competitive or political pressures to produce results faster than what’s possible. Eagerness to achieve first-mover advantages can lead some to push ethical boundaries or cut corners on rigorous technical learning.

So, how do you prepare your team to do something vital and new for the first time? By presenting the change in an appropriate and informative manner, you can help relieve potential anxieties and get everyone onboard to make these important adjustments.

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Wwe wrestlemania 40 results and everything that happened as the rock pins cody, wwe wrestlemania 40 results as jey uso defeats jimmy uso, draw on past relevant experiences.

One valuable tactic is to draw on prior experiences when you have previously had to do something new. No organization that has been around for long has been able to operate with the exact same operations since it was first founded. For many, past successes become templates, or “playbooks.” In that case, it can be dangerous to draw from past successes blindly, because by definition, the goal is repeating past successes, not breaking from convention. But contextualizing past experiences – but successes and failures – can yield valuable wisdom that can inform new initiatives. It’s the difference between asking “ How can I repeat that success in this endeavor” and asking, “What can I learn from that experience that, recontextualized, might apply here?”

Consider the case of Konami, a Japanese corporation that started as a jukebox rental and repair business. Today, the company is most famous internationally for its video games, but it also operates health and fitness clubs and casinos, distributes trading cards and more. Needless to say, plenty of organizations have found success by doing something dramatically new and different.

Acknowledge Past Failures

At the same time, there’s good reason why companies can be resistant to change — historically, 70% of change initiatives fail . Your business has likely experienced its fair share of failures in the past.

You can help your team by focusing on what Harvard Business School professor of leadership Amy C. Edmondson calls “ intelligent failures .” By acknowledging and talking about past failures, your organization can learn from past mistakes (your own and others’) to make well-guided change attempts. Teach the organization to view setbacks and failures as opportunities for learning and improvement. Encourage a growth mindset within the organization, where failure is seen as a natural part of the learning process.

Tie To Strategically Relevant Outcomes

Of course, successful change initiatives must be tied to strategically relevant outcomes that have a direct impact on a key organizational goal, such as the appeal of your product portfolio, customer loyalty or market share.

An example of this comes from Maksim Sonin , a Sloan Fellow at the Stanford Graduate School of Business. He explains, “My current goal is to facilitate a sustainable transition to a low-carbon economy. In undertaking pioneering projects to develop the world’s largest plants for humanitarian purposes and energy transition, my strategic objective was front and center. This approach is pivotal in creating innovative facilities with unprecedented capacities, offering cost-effective and energy-efficient solutions that set new standards and significantly raise the bar for the entire industry.”

Narrow Risks

As part of the process of preparing to do something new for the first time, your leadership team must consider strategies to narrow its risks. Identify potential risks and challenges associated with the initiative, and develop strategies to mitigate them. Even the best thought-out strategic changes aren’t immune to failure, and you should mitigate the potential negative impact of such a failure on your organization.

We all are trail blazers at some point.

This requires implementing a threat reduction strategy. Start by conducting a risk analysis that evaluates possible negative outcomes from your new initiative. Look at factors within, and outside the organization. Based on this analysis, you can then identify customized strategies that will help you keep risk at a reasonable level — such as reducing the scope of a project to keep the budget under control, or backing up your data on a physical drive prior to switching to a new cloud services provider.

Present A Hypothesis About What You’ll Learn

The principle of “intelligent failures” — looking for learning opportunities in previous unsuccessful change attempts — can also apply to new activities that you hope will be a success. Aside from having a strategically relevant outcome in mind, you should also develop a hypothesis about what your organization can learn from that change. For example, if the strategic goal is to improve customer loyalty, you will ideally learn which initiatives enhance customer engagement and satisfaction as part of your change efforts.

As Sonin notes, “In my field of sustainability, I enter every project with a hypothesis about what I’ll be able to achieve and what takeaways that will have for future endeavors on a global scale. Such a hypothesis is tied to my specific strategic goals. Working with this in mind and measuring outcomes throughout the execution helps me implement adjustments as needed and gain new insights to make additional improvements.”

Finally, you should always be honest with your team about what the new activity or initiative entails. It could be that not all parts of the project are brand new, and helping your team realize this will help alleviate concerns. Alternatively, successfully implementing the change will require capabilities that you don’t have, and will therefore require forming strategic partnerships with another organization.

Regardless of what the project will require, you must be honest and transparent with your team. Be forthright about how this will affect their responsibilities and day to day activities. Make it clear that this is a team effort, and don’t be afraid to talk about how the project will create changes for you, too. This level of transparency will invite trust and help team members realize that you’re all in this together.

Set Your Team Up For Success

You may not be able to completely eliminate organizational resistance to change. After all, breaking new ground can sometimes face resistance or opposition from others who are skeptical or fearful of change. But by taking these crucial steps to prepare your team, you will enable them to move forward with greater confidence and give them the resources to help them succeed. Change often isn’t easy, but after doing something that is vital to your future success, your team will experience the growth and learning necessary to get to keep pioneering when new opportunities arise.

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Mental health care is hard to find, especially for people with Medicare or Medicaid

Rhitu Chatterjee

With rates of suicide and opioid deaths rising in the past decade and children's mental health declared a national emergency , the United States faces an unprecedented mental health crisis. But access to mental health care for a significant portion of Americans — including some of the most vulnerable populations — is extremely limited, according to a new government report released Wednesday.

The report, from the Department of Health and Human Services' Office of Inspector General, finds that Medicare and Medicaid have a dire shortage of mental health care providers.

The report looked at 20 counties with people on Medicaid, traditional Medicare and Medicare Advantage plans, which together serve more than 130 million enrollees — more than 40% of the U.S. population, says Meridith Seife , the deputy regional inspector general and the lead author of the report.

Medicaid serves people on low incomes, and Medicare is mainly for people 65 years or older and those who are younger with chronic disabilities.

The report found fewer than five active mental health care providers for every 1,000 enrollees. On average, Medicare Advantage has 4.7 providers per 1,000 enrollees, whereas traditional Medicare has 2.9 providers and Medicaid has 3.1 providers for the same number of enrollees. Some counties fare even worse, with not even a single provider for every 1,000 enrollees.

"When you have so few providers available to see this many enrollees, patients start running into significant problems finding care," says Seife.

The findings are especially troubling given the level of need for mental health care in this population, she says.

"On Medicare, you have 1 in 4 Medicare enrollees who are living with a mental illness," she says. "Yet less than half of those people are receiving treatment."

Among people on Medicaid, 1 in 3 have a mental illness, and 1 in 5 have a substance use disorder. "So the need is tremendous."

The results are "scary" but "not very surprising," says Deborah Steinberg , senior health policy attorney at the nonprofit Legal Action Center. "We know that people in Medicare and Medicaid are often underserved populations, and this is especially true for mental health and substance use disorder care."

Among those individuals able to find and connect with a provider, many see their provider several times a year, according to the report. And many have to drive a long way for their appointments.

"We have roughly 1 in 4 patients that had to travel more than an hour to their appointments, and 1 in 10 had to travel more than an hour and a half each way," notes Seife. Some patients traveled two hours each way for mental health care, she says.

Mental illnesses and substance use disorders are chronic conditions that people need ongoing care for, says Steinberg. "And when they have to travel an hour, more than an hour, for an appointment throughout the year, that becomes unreasonable. It becomes untenable."

"We know that behavioral health workforce shortages are widespread," says Heather Saunders , a senior research manager on the Medicaid team at KFF, the health policy research organization. "This is across all payers, all populations, with about half of the U.S. population living in a workforce shortage."

But as the report found, that's not the whole story for Medicare and Medicaid. Only about a third of mental health care providers in the counties studied see Medicare and Medicaid patients. That means a majority of the workforce doesn't participate in these programs.

This has been well documented in Medicaid, notes Saunders. "Only a fraction" of providers in provider directories see Medicaid patients, she says. "And when they do see Medicaid patients, they often only see a few."

Lower reimbursement rates and a high administrative burden prevent more providers from participating in Medicaid and Medicare, the report notes.

"In the Medicare program, they set a physician fee rate," explains Steinberg. "Then for certain providers, which includes clinical social workers, mental health counselors and marriage and family therapists, they get reimbursed at 75% of that rate."

Medicaid reimbursements for psychiatric services are even lower when compared with Medicare , says Ellen Weber , senior vice president for health initiatives at the Legal Action Center.

"They're baking in those discriminatory standards when they are setting those rates," says Steinberg.

The new report recommends that the Centers for Medicare & Medicaid Services (CMS) take steps to increase payments to providers and lower administrative requirements. In a statement, CMS said it has responded to those recommendations within the report.

According to research by Saunders and her colleagues at KFF, many states have already started to take action on these fronts to improve participation in Medicaid.

Several have upped their payments to mental health providers. "But the scale of those increases ranged widely across states," says Saunders, "with some states limiting the increase to one provider type or one type of service, but other states having rate increases that were more across the board."

Some states have also tried to simplify and streamline paperwork, she adds. "Making it less complex, making it easier to understand," says Saunders.

But it's too soon to know whether those efforts have made a significant impact on improving access to providers.

CMS has also taken steps to address provider shortages, says Steinberg.

"CMS has tried to increase some of the reimbursement rates without actually fixing that structural problem," says Steinberg. "Trying to add a little bit here and there, but it's not enough, especially when they're only adding a percent to the total rate. It's a really small increase."

The agency has also started covering treatments and providers it didn't use to cover before.

"In 2020, Medicare started covering opioid treatment programs, which is where a lot of folks can go to get medications for their substance use disorder," says Steinberg.

And starting this year, Medicare also covers "mental health counselors, which includes addiction counselors, as well as marriage and family therapists," she adds.

While noteworthy and important, a lot more needs to be done, says Steinberg. "For example, in the substance use disorder space, a lot of addiction counselors do not have a master's degree. And that's one of their requirements to be a counselor in the Medicare program right now."

Removing those stringent requirements and adding other kinds of providers, like peer support specialists, is key to improving access. And the cost of not accessing care is high, she adds.

"Over the past two decades, [in] the older adult population, the number of overdose deaths has increased fourfold — quadrupled," says Steinberg. "So this is affecting people. It is causing deaths. It is causing people to go to the hospital. It increases [health care] costs."

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