This work summarizes the case from Ivey School “General Mills Canada: Building a Culture of Innovation (B)”, analyses what went wrong regarding the described efforts and systematically comes up with new ideas to establish an innovation culture using introducing an already established framework.
Table of Contents
1 ASSESSMENT OF DESCRIBED EFFORTS
2 FURTHER IDEAS FOR CULTURAL CHANGE
3 ORGANIZATIONAL SUPPORT CAPABILITIES
Objectives and Topics
This work evaluates the "culture of innovation" initiative at General Mills Canada (GMC) by analyzing the effectiveness of implemented organizational measures and proposing strategies to improve their long-term impact on the corporate culture.
- Holistic assessment of the "Ask. Enable. Recognize." innovation program.
- Application of the Schein-Model to analyze cultural levels (basic assumptions, values, artifacts).
- Strategic implementation of the "four levers of influence" framework for behavioral change.
- Comprehensive analysis of the seven dimensions of an innovative culture.
- Development of concrete managerial and employee-level recommendations for cultural sustainability.
Excerpt from the Book
1 Assessment of described efforts
An assessment of the described efforts of the change towards a more innovative company culture, it is important to look at the efforts taken from a holistic perspective. According to the case (Ken and Mitchell, 2014), the new innovation initiative, the ‘culture of innovation’-programme, was based on three pillars and was introduced in accordance with the ideas and in consent with the whole leadership level. The three pillars described are ‘Ask. Enable. Recognize.’ And follow a road map based on the three pillars (see figure 1). Essential for this process, especially in the beginning, was a common definition of innovation and the process of developing a common understanding of the role and characteristics of innovation in the company, e.g. by the clarification of common misconceptions regarding innovation especially at General Mills Canada (GMC). This got contributed by the acquisition of a new brand of yoghurts that opened a lot of space for innovation and especially the for the hiring of new employees. Further measures described were the rearrangement of the company buildings to a more engaging, friendly and creativity and informal exchange fostering layout, the rearrangement of meeting routines, e.g. encouraging free Fridays and more flexible working times, ongoing training and encouragement sessions for and between employees.
Chapter Summary
1 ASSESSMENT OF DESCRIBED EFFORTS: This chapter analyzes the "culture of innovation" initiative at General Mills Canada and concludes that despite a sophisticated implementation, it lacks a foundation in shared basic assumptions to achieve long-lasting impact.
2 FURTHER IDEAS FOR CULTURAL CHANGE: This chapter introduces the "four levers of influence" framework to better align employee behavior and beliefs with the company's innovation goals through structured managerial and employee-level measures.
3 ORGANIZATIONAL SUPPORT CAPABILITIES: This chapter applies the "Dimensions of innovative culture" model to define specific organizational requirements and actionable recommendations across seven key areas like risk-taking, resources, and knowledge.
Keywords
Innovation Culture, General Mills Canada, Corporate Change, Schein-Model, Four Levers of Influence, Leadership, Organizational Development, Cultural Assessment, Innovation Program, Employee Engagement, Strategic Alignment, Management, Business Performance, Workplace Innovation, Cultural Transformation.
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on evaluating the effectiveness of the "culture of innovation" program at General Mills Canada and identifying ways to strengthen this initiative through better organizational alignment.
What are the main thematic areas covered?
The main themes include cultural change management, the assessment of innovation initiatives, organizational frameworks for supporting creativity, and the implementation of specific behavioral levers.
What is the central research goal?
The goal is to provide a holistic assessment of current innovation efforts and offer concrete, actionable recommendations to improve the sustainability and perceived success of these efforts within the organization.
Which scientific models are applied?
The work utilizes the "Schein-Model of culture" for theoretical depth, the "Four levers of influence" by Keller & Price for change management, and the "Dimensions of innovative culture" by Maher.
What content is discussed in the main body?
The main body assesses existing program measures, identifies deficiencies in managerial and employee engagement, and maps organizational capabilities (such as Risk-taking, Resources, and Goals) to specific action plans.
Which keywords best characterize this work?
Key terms include Innovation Culture, Organizational Development, Cultural Transformation, Change Management, and Strategic Alignment.
Why did the innovation initiative not show significant effects in the 2012 climate survey?
The paper argues that the initiative lacked a foundation in shared basic assumptions and that the implemented measures were not effectively linked or understood by a large portion of the employees.
How does the author suggest improving the "Risk-taking" dimension?
The author recommends implementing specific actions such as providing emotional support, using scenario techniques for balanced risk assessment, and creating a culture that celebrates learning from failures rather than punishing them.
What is the significance of the "Four Levers of Influence" in this context?
These levers—a compelling story, reinforcement, skills, and role modeling—are used to structure recommendations that specifically address the current deficiencies in employee adoption of the new innovation culture.
How should the company manage "Tools" to foster innovation?
Recommendations include moving from rigid teams to competency-based project involvement, aligning processes with specific goals, and granting employees flexible access to training and skill development.
- Quote paper
- Felix Zappe (Author), 2017, Establishing an Innovation Culture at General Mills Canada, Munich, GRIN Verlag, https://www.grin.com/document/373656
