More important than any of the individual elements, however, is the role played by corporate culture, the organization’s self-sustaining patterns of behaving, feeling, thinking, and believing, in tying them all together.
Yet according to the results of this year’s Global Innovation 1000 study, only about half of all companies say their corporate culture robustly supports their innovation strategy.
Moreover, about the same proportion say their innovation strategy is inadequately aligned with their overall corporate strategy.
This disconnect, as the saying goes, is both a problem and an opportunity. Our data shows that companies with unsupportive cultures and poor strategic alignment significantly underperform their competitors.
Moreover, most executives understand what’s at stake and what matters, even if their companies don’t always seem to get it right.
Across the board, for example, respondents identified “superior product performance” and “superior product quality” as their top strategic goals.
They asserted that their two most important cultural attributes were “strong identification with the consumer/customer experience” and a “passion/pride in products.”
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