Capacity Development Forum of Innovation in Public Administration The Battle Between Innovation and Managers by Harvey Wade

Overview Battle between Innovation and Managers is about problem-solving to make innovation works. Outline: 1. Reason why innovation does not work Practical Ways (managers become supporters of innovation) 3. Conclusion

Reason why innovation does not work INNOVATION Innovation initiatives have a habit of causing excitement and expectation; the organisation is trying something different and wanting to do new things. MANAGERS Senior management are anticipating the brand new shiny ideas, and front- line employees can’t wait to be rid of their daily frustrations.

Reason why innovation does not work Neglect in the engagement strategy – the middle managers. Often assumed managers will support all the company initiatives. Asking them & their team to innovate. What’s in it for the manager? If they are measured on meeting their current objectives, innovation will be seen as a distraction to the “real work” with no guaranteed rewards. So instead of ideas flowing freely through the organisation and being implemented as quick as you can, the ideas get stuck. Really stuck.

6 Practical Ways (managers become supporters of innovation) 1. Review the roadblock 2. Consider the measures 3. Visible recognition 4. Bake innovation into career progression 5. Successful team = successful manager 6. Remove the barriers

1. Review the roadblock Consider: how your business model and management structure may be inhibiting innovation. Do you favour those less imaginative staff who keep the day-to-day ball rolling, over the more unreliable but incredibly creative & strategic individuals? Sitting down directly with your middle managers to ask them what they’re struggling with and discuss how to overcome any roadblocks can also be invaluable. 6 Practical Ways (managers become supporters of innovation)

2. Consider the measures Check how you measure manager performance. Do managers get rewarded for innovation? Can they personally gain out of innovation? The “what’s in it for me?” 6 Practical Ways (managers become supporters of innovation)

3. Visible recognition Celebrate managers who have made innovation happen in their teams. Create positive envy, so the other managers want the limelight. Symbolism and overt recognition in the organisation are necessary. 6 Practical Ways (managers become supporters of innovation)

4. Bake innovation into career progression Promote due to innovation activity. Demonstrate how an innovative attitude makes organizational advancing. Ensure every development course puts innovation into the agenda. Eventually, the message gets through! 6 Practical Ways (managers become supporters of innovation)

5. Successful team = successful manager Most managers are a success because they have a successful team. Now the manager may have built and created that team, but it is the team that maketh the manager. The manager needs to realise that if they harness their team’s creativity and apply it to their own situations and problems, that team will be very high-performing, and the manager will look very good. 6 Practical Ways (managers become supporters of innovation)

6. Remove the barrie rs To support innovation. If your managers need help, give them the training and the confidence to be innovative. Make the messages clear from the top – if you want innovation, you need to create space to do things differently. Removing the barriers removes the excuses. 6 Practical Ways (managers become supporters of innovation)

Key Success Factors In an organization, people must work along a continuum that blends leadership and management to fit the situation. Everyone is expected to produce results and achieve a desired outcome, in routine operations and high-stakes crises. Doing that requires clarifying the why as well as the what. Today’s executives ask for loyalty and engagement, but too few are willing to give enough of themselves and take the personal risks necessary to garner the commitment that good King Harry inspired. Too few are ready to undertake the demands of leadership and management. Are you?

Conclusion Middle management can make or break your innovation programme. You can have some success, but you will only truly be able to embed innovation into your organisation if your managers are on your side and value the results of innovation.