Fernando Fischmann

Finding the motivation for innovation

22 April, 2015 / Articles

Where once employers looked for individuals with experience and know-how, now they want people who are willing to explore something different.

How innovative are you? If it’s not something you have ever considered, now might be the time to give it some thought, particularly if you are looking to make a career move in the coming months.

According to our latest research www.managers.org.uk/innovation, conducted in partnership with NESTA http://www.nesta.org.uk/ into innovative working practices in the UK, managers are placing greater emphasis on innovation as a method of driving economic recovery.

The majority of managers (78%) report that innovation is now very important to their organisation’s agenda. As well as taking bigger, bolder steps to foster a culture of innovation within their businesses, HR departments are tasked with finding and developing individuals who can think and work innovatively.

If you are capable of open-thinking and receptive to ideas, good at problem-solving and able to demonstrate initiative, then you might find this gives you the edge over the competition when it comes to securing a new job, or making an internal move.

Innovation in itself isn’t a new concept and has always been considered a major economic driver, but there is now a renewed determination to do things differently. This is a very positive by-product of one of the darkest times in British economic history. By approaching business more creatively and more collaboratively, we will strengthen our position and should, with luck, avoid repeating the mistakes of the past.

The post-downturn desire for change is also having some positive effects on teamwork. Our research www.managers.org.uk/innovation shows that just over half (54%) of respondents claim that team members have become more co-operative and two-thirds (69%) say they now benefit from a shared ‘we’re in it together’ attitude. A similar proportion (66%) also say the general management style they increasingly see is participative and collaborative, again, good for fostering the right conditions for innovation.

The motivation to innovate must come from the top. Support and openness to innovation among senior staff is key. Leaders have a key role to play in encouraging innovation and it isn’t always easy. There are some significant barriers to innovation including risk-aversion and a fear of failure, but these can be overcome.



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