CMI research - Innovative managers
Wanted: Innovative managers to drive economic recovery
12th January 2010
UK managers and leaders are searching for innovative people to help them overcome the challenges of the recession
The UK’s managers and leaders are searching for innovative people to help them overcome the challenges of the recession, according to research into innovation in organisations across the country. The report, called ‘Innovation for Recovery’, highlights the behaviours and characteristics that British managers need to exhibit to drive economic recovery – and explores how improved teamwork is helping to turn innovative ideas into business reality.
Published by the Chartered Management Institute (CMI) and the National Endowment for Science, Technology and the Arts (NESTA), the report reveals that 70 per cent of managers believe that their ‘focus on innovation will be reinforced’ as a result of the downturn. According to the data, which is based on a survey of 850 private, public and third sector organisations, one in four respondents believe that executives will now spend more of their time on innovation than day-to-day operations.
Asked specifically about the three most important character traits of ‘innovative employees’, respondents focused on individuals’ ability to embrace change and tackle difficult situations. According to the survey, the most important characteristic of innovative managers is that of ‘openness to ideas’ (59 per cent), followed by ‘problem solving’ (50 per cent) and ‘personal initiative’ (43 per cent).
CMI’s chief executive, Ruth Spellman, says: “As we emerge from one of the deepest recessions in British economic history, it is clear that employers have recognised the value of finding and developing staff with a capacity to innovate. It is, after all, a skill that should be cherished because the ability to find and try something new or different is a critical differentiator for businesses in what is an increasingly competitive marketplace.”
Innovative Teams
The report makes it clear that employers also recognise that they cannot rely on the innovative skills of a few individuals to create a culture of innovation. Instead, according to the research, the recession is having some positive effects on teamwork. Just over half (54 per cent) of respondents claim that ‘team members will become more co-operative and willing to combine their efforts’ and two-thirds (69 per cent) say they now benefit from a shared ‘we’re in it together’ attitude. A similar proportion (66 per cent) also say the general management style they increasingly see is ‘participative and collaborative’, with many employers now trying to create a ‘culture of innovation’ in their organisation – despite the threat of cut-backs as growth has faltered.
Jonathan Kestenbaum, NESTA’s Chief Executive, comments: “Innovation doesn’t take place in a vacuum and it’s often the most unusual collaborations that spark the best new ideas. When budgets are tight and resources limited, those organisations that have empowered their employees to come up with new approaches are those that will stay ahead of the game’.
Click below for the executive summary and full report (or go to www.managers.org.uk/innovation).
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Copyright: The Centre for
People Development Ltd 2009
