INNOVATION CULTURE

Phuoc D. Nguyen

The issues that arise in an organization which is the leadership responsibility. Innovation leaders must build problem-solving and innovation cultures. Cook and Jenkins (2014) define five common traits that leaders need to develop in themselves as part of a conscious effort to build a problem-solving culture, including openness to talking about problems, willingness to see problems wherever they may be, understanding that small problems matter, commitment to approaching problems methodically, and recognition that observations are often more valuable than data. Innovative culture begins by accepting that the world has indeed changed and keeping an open attitude to the changes coming. Additionally, innovative culture is formed from the attitude of the company in accepting that the world has changed, it is time to multiply the way we think about the world in new ways.

Pitta (2009) states, “Companies tend to be somewhat passive in their search for innovation. They may adopt one of a range of programs that include rewards for valuable suggestions or forming workgroups that seek innovative solutions to problems.” (p. 449). Innovation leaders who create an innovative culture such as company members as well as outsiders often make great cognizance and ideas that lead to breakthroughs. The idea does not always come from professionals, sometimes the best innovations come from the fresh staff. Open-minded companies often create bestselling products from bizarre ideas.

Magellan and Vehar (2014) proposed, “A call-to-action for the innovation leader – catalytic mechanisms, a culture that supports innovation, people with the right mindset, enabling processes and systems, room to run with ideas, and a culture of telling ‘what,’ rather than ‘how.’.” (p. 22). The innovative organization cooperates with partnering companies, universities, government agencies, and policy institutes that often bring viewpoints and innovative ideas to the creative process.