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1、Thesecrettoinnovation?Yourworkplaceculture.Innovation equalssurvival. Its welldocumentedthat in this age of widespread disruption, companies must innovate continuously, creating new markets, experiences, products, services, content or processes. So how can leaders encourage innovation? Its more than
2、 recruiting the brightest minds. While having the best talent is clearly an asset, people need the right culture to flourish.Accenture has found that a culture of equalitythe same kind of workplace environment that helps everyone advance to higher positionsis a powerful multiplier of innovation and
3、growth.This means that building a culture of equality (measured by the 40 specific workplace factors Accenture research identified last year) is notjustan ethical imperative, but a business priority.If organizations want to thrive, they have to ugetto equal.”The power of a workplace culture of equal
4、ity to drive employees5 innovation mindset-or their willingness and ability to innovate-is strong. It has more impact than age or gender and leads to an increase in innovation mindset in all industries and all countries.In fact, employees1 innovation mindset is six times higher in the most-equal cul
5、tures than in the leastequal ones.Innovation also equals economic potential. Among the more than 18,000 employees in 27 countriesA culture of equality is a multiplier.Organizations knowthatfostering diversity-the extent to which members of a companys workforce, including the leadership team, differ
6、from each other in terms of age, ability, ethnicity, gender, gender identity or expression, religion or sexual orientation-is important.Diversity remains a critical building block to unleashing innovation. However, a culture of equality is an essential multiplierto help maximize innovation. While th
7、e impact of diversity factors alone on an innovation mindset is significant, it is much higher when combined with a culture of equality. In the most-equal and diverse cultures, an innovation mindset is 11 times greater than in the least-equal and diverse cultures. Forthepurposeof this research, we d
8、efined diversity factors as follows: adiverse leadershipteam as well as teams throughoutthe organization that are diverse across gender, age, industry/organizational/cultural backgrounds.While companies might be hitting their “numbers” in terms of diversity, they might not be building a true culture
9、 of equality. A culture of equality, which offers an Empowering Environment, Bold Leadership and Comprehensive Action, enables people from all backgrounds to succeed.Thafs because in a culture of equality, people are truly valued fortheir differences and free to be who they are. Theyre not just ther
10、e to check a box一 they*re empowered to contribute.Diversity positively influences an innovation mindset, and equality is the multiplier.Thecombinedeffectofculture-of-equalityanddiversity factors on innovation mindset.MOST-EQUAL - AND DIVERSE CULTURES 11X GREATERLEAST-EQUAL AND DIVERSE CULTURES -ogof
11、o o ooooooo o o o oo o o o o ooooooooooooooooooooooooooooooooooooo Lo o o o o o oOOOOOOOCHOOOOOOHo o o oooooorAooooEquality drives innovation: Procter & GambleOne of Procter & Gambles priorities is creating a culturethatempowers all employees to uperform at their peakn to help lead the innovation, b
12、randbuilding and digital transformation of their industry. Toachievethis, company leadership has rolled out programs dedicated to achieving equal representation ofwomen at every level and arming employees with the skills and experiences they need to bring disruptive ideas to the table. These include
13、 their Womens Accelerator Program and Athena in Actioninitiatives that engage high- potential women at critical career points to prepare them for senior roles. Additionally, the companys Intentionally Inclusive Leadership Training program teaches employees how to identify and overcome bias.Asoneofth
14、eworlcfsIargestadvertisers&G also leverages its voice in advertising and mediate tackle bias, spark conversations and promote equality through campaigns such as Always #LikeAGirl,Ariel#ShareTheLoad and Gillette We Believe.A LEADER-EMPLOYEE INNOVATION DISCONNECTAccenture research shows the strength o
15、f the innovation-culture connection. How are people perceivingthelinkbetween workplace environment and innovation today?Nearly everyone wantsand needs-to innovate. Ninety-five percent of business leaders see innovation as vital to competitiveness and business viability, and 91 percent of employees w
16、ant to be innovative.But while 76 percent of leaders say they regularly empoweremployeesto be innovative, only 42 percent of employees agree.Why such a disconnect? It seems that leaders mistakenly believe that some encourage innovation more than they actually do. For instance, they overestimate fina
17、ncial rewards (which are nevertheless stil important) and underestimate purpose as a motivator to innovate.Business leaders say they empower employees to innovate-but employees are less likely to agree.7(0/ Business leaders who say they empower employees to innovate ooooooooooEmployees who feel empo
18、wered to O innovateHiviftvvvivvifvimooooooooooooooooooooWhen it comes to driving innovation, increasing pay is considerably less effective than bolstering a more-equal culture.Percent increase in innovation mindset of a 10% increase in pay vs. a 10% increase in workplace culture factors.Average pay0
19、.25%Workplace culture factors10.6%In fact, the impact of improving culture on innovation mindset is 42 times greater than the impact of increasing salary.Leaders value prospective employees, educational backgrounds, but its not enough to hire people with impressive resumes.Having employees with an a
20、dvanceddegreeorwho have studied a STEM subject at college has a less powerful impact on workers1 willingness and ability to innovate than culture factors do.Leaders should bridge the innovation gap by concentrating on a culture of equality.Equality drives innovation: MicrosoftOver the past five year
21、s, Microsoft has set about reinventing itself and is once again one of the most valuable companies in the world today. This re-emergence has manifested in different ways, including a strategic shift toward cloud computing. But this resurgence would not be occurring if it weren*t for the strength of
22、its evolving culture, which underpins everything the company is doing today.This culture evolution is grounded in the fundamental belief that inclusion throughout the organization, from executives and managers to employees around the world, is table stakes for innovation. It means that every employe
23、e be their best self at work and apply a growth mindset to help Microsoft be more responsive to the needs of both customers and employees. This can be seen in everything from the compan/s “core priority” on inclusion for all employees; to posters and signage that encourage people to invite in new id
24、eas and foster creativity; to Microsoffs “Outside In program, in which luminaries and thought leaders from all walks of life are invited to the compan/s Redmond campus to meet with employees; to a monthly all-company Q&A with CEO Satya Nadella and his leadership team. Employees are encouraged to tak
25、e an active role-working with their managers-to chart the career path that is right for them, and managers in turn are given tools and training that help them be better leaders for their teams. This evolving culture can perhaps best be seen during Microsoffs One Week event, when employees from aroun
26、d the world come together each July for a week of collaboration, partnership and learning opportunities. The event is highlighted by a three-day Hackathon where thousands of employees work on small teams creating new technology solutions and products-many of which are designed for social good.Micros
27、offs shift from a “know it aln culture to a “learn it alM culture has invited an entirely new world of potential for the company, producing game-changing innovations and a more empathetic workplace. From its augmented reality HoloLensto artificial intel igence for the visual y impaired, Microsoft is
28、 making the world a better place. But it started with making Microsoft a better company first.16 GETTING TO EQUAL 2019: CREATING A CULTURE THAT DRIVES INNOVATIONWhat is it about a culture of equality that matters most to innovation?Again, a culture of equality is anchored by three pillars:an Empower
29、ing Environment(onethattrusts employees, respects individuals and offers freedom to be creative and to train and work flexibly), Bold Leadership (a diverse leadership team that sets, shares and measures equality targets openly), and Comprehensive Action (policies and practices that are family-friend
30、ly, support all genders and are bias- free in attracting and retaining people).It turns out that of those three, an Empowering Environment is by far the most important when it comes to enabling innovation. In fact, eight of the 10 strongest factors underpinning innovation are about empowerment.Equal
31、ity drives innovation: FaureciaFaurecia understands that innovation is at the heart of the engine driving its leadership in an automotive technology space thafs changing rapidly. To stay on the cutting edge, the company is fully invested in the growth and development of its talented workforce. Faure
32、cia Learning Lab offers managers and professionals rich, advanced programs using digital tools to build their skills and better prepare them for new challenges. Complementing the vast array of training options is the compan/s coaching and mentoring programs for helping younger, emerging leaders. In
33、two years the Learning Lab has already helped train more than 47,000 employees. As a result, Faurecia remains at the forefront of the industry, leading the way in creating the “Cockpit of the Future by developing the innovations that will make vehicles more intuitive, connected and personalized.The
34、impact of the top 10 workplace culture factors on an innovation mindset.8 of the 10 strongest drivers are about empowermentPercent improvement in innovation mindsetEmpowering EnviromentBold LeadershipComprehensiveAction10Mastercard CEO Ajay Bangas hand at the back credo empowers his people.But he st
35、resses that ifs a company-wide effortand shared sense of purpose that has helped Mastercard thrive as a more-equal culture and as a corporation.Mastercard is innovating in the area of financial inclusion, helping to provide access and tools to 2 billion people in the world without a bank account.“We
36、ve reached 380 million people as of now. I think we have a line of sight to 500 million,n Banga says. “The idea is to make it happen everywhere, from Africa to Brazil to Eastern Europe.”Its a business priority that is perfectly aligned with, and driven by, Mastercarcfs culture of equality.If you wan
37、der around the corridors and ask people what excites them about this company, youwill hearthem sayoursocial messaging,our financial inclusion, decency quotientyoull get all these answers in some form or other.”Ajay Banga, President and CEO,MastercardWhen the right tone is set from the top and everyo
38、ne in an organ泛ation is empowered, trusted and armed with a mission, togetherthey can unlock unprecedented opportunity.surveyed, we found that people are more willing and able to innovate in faster-growing economies and in geographies with higher labor-productivity growth.And the stakes are enormous
39、:Accenture calculates that global gross domestic product would increase by up to US$8 trillion by 2028 if innovation mindset in all countries were raised by 10 percent.No matter who or where they are, if people feel a sense of belonging and are valued by their employers for their unique contribution
40、s, perspectives and circumstances, they are empowered to innovate more.CLICK TO READ MOREEmpowering Environment + Purpose + AutonomyBold Leadership+ Experimentation + ResourcesMORECLICK TO READ MORECLICKTO READComprehensive Action + Inspiration + CollaborationCompanies should have an inclusion and d
41、iversity (l&D) strategy in place, one synchronized with the overall business strategy. An l&D strategy will form a critical foundation on which leaders can take action and drive progress.Here weve identified complementary drivers of a culture of equality and of an innovation mindset to help you focu
42、s your efforts. These three broad recommendations reinforce each other in a virtuous circle, meaning that their impact as a whole is greater than the sum of their parts. Leaders should keep in mind that some actions have a particularly strong effect on an innovation mindset.Training, greater flexibi
43、lity and commitment to work-life balance are the most powerful drivers of an innovation mindset. This area is where there is the greatest opportunity for impact, as it accounts for 70 percentof innovation mindset gains. Employees are empowered by a shared sense of purpose paired with autonomy, which
44、 helps them reach their individual potential.Ensure that employees know the purposeof their organization and how their work aligns with it.Have the leadership team set apositive example around work-life balance. Use technology to enable people to have more say over where, when and how they work.Offe
45、r employees engaging and flexible trainingDont ask employees to conform whenDont ask employees to conform whenprograms so they can acquire skills for the future.it comes to appearance; encourage inclusion in every way.Equality drives innovation: Marriott InternationalAt Marriott International, unloc
46、king innovation means empowering the future leaders of tomorrow. Thafs why the company launched the Voyage Global Leadership Development program-an award-winning prog ram offering resources and support for future company leaders across Marriott IntemationaPs hotel brands. Additionally, the compan/s
47、Emerging Leaders program has rapidly accelerated the advancement of women and minorities to senior leadership positions. Marriott Internationars deep commitment to the professional development of its diverse employee population has allowed it to put innovation at the center of its growth strategy. I
48、t continues to reshape travel and leisure and attract the next generation of travelers by launching new brands, creating tech-centric guest experiences and fostering unique partnerships, including one with Alibaba in China.Culture starts at the top. Setting and publishing diversity targets, holdingthe leadershipteam accountableand measuring progress arecritical steps. Leaders mustgiveemployeesthe resources they need to innovate and the freedom to fail.Establish diversity, equal pay and advancement goals.Track progress and make leaders ac