Strat.

Change 13: 343–344 (2004)

Published online in Wiley InterScience
(www.interscience.wiley.com). DOI: 10.1002/jsc.702 Strategic Change

Editorial
Adapting culture to embrace creativity
and innovation

In business there is usually a long time frame for miracles. Facili-

tating new and successful ideas requires effective management and
hard work, the old adage of perspiration as much as inspiration.
What then are the principal challenges that businesses and organ-
isations face if they are to release the creative spirit and embrace
creativity and innovation? Many companies continue to identify
innovation and creativity as core values but the great majority
appear to do little about it because the dominating organizational
paradigm does not allow these values to surface. The problem is a
fundamental one in that many organisations embrace and foster
processes that are focused on attaining operational excellence, and
these frequently run counter to creativity. Breakthrough innova-
tions often come from a small number of people working against
the system and are often regarded by senior management as prob-
lematic, or difficult to work with. Here is the nub of the problem.
Creativity is frequently disruptive and can fly in the face of estab-
lished processes which are designed around efficiency and cost
reduction and the minimization of change and uncertainty. The cre-
ative and innovative view often runs counter to the operational one
because it requires surprises, experimentation and a lot of time and
hard work.
In order to embrace creativity and make it endemic throughout
the organisation, leadership that is tolerant of uncertainty and
experimentation is a vital ingredient. Managers that are recruited
and promoted because of their cautious and deliberate approach
to business will need reassurance, because all their training has
made them uncomfortable with creativity. Further, if people are to
be encouraged to engage in innovative behaviour, then mistakes
will inevitably be made. A climate that facilitates this is essential.
In short, if nothing is risked then everything is risked. What then
is the sort of corporate culture that will promote real creativity and
innovation? There is considerable research evidence to suggest that
fear is the enemy and diversity the key. An organizational culture
that is dominated by fear, is risk-averse, unable to celebrate success
or difference and that has no sense of purpose or aspiration will

Copyright © 2004 John Wiley & Sons, Ltd. Strategic Change, November 2004
344 Editorial

breed anxiety and desperation. Organisations with an inspiring

core purpose that value their people and their contribution with a
visible and tolerant leadership are more likely to enjoy and benefit
from creative behaviour. The challenge to managers is to build an
organisation that is fit for and receptive to new ideas and fresh
thinking, in short having the heart and soul of an entrepreneurial
business.

Graham Beaver
Editor

Copyright © 2004 John Wiley & Sons, Ltd. Strategic Change, November 2004