Creating an innovative culture
Strategies for weaving engagement
into your organizational fabric
JONATHAN GROVES, PH.D.
DRURY UNIVERSITY / SGF MEDIA CONSULTING
NOV. 13, 2015
PENNSYLVANIA NEWSMEDIA ASSOCIATION
@grovesprof
@grovesprof
@grovesprof
Journalists
Community
30,000 unique visitors
130,000 page views
@grovesprof
What is your mission statement?
@grovesprof
STRATEGY
• Mission/goals
• Competitive analysis
• Allocation of resources
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What are your strengths and
weaknesses?
What are the opportunities and
threats?
INNOVATION
• Audience analysis
• Circumstance-based strategy
• Iterative processes
STRATEGY
• Mission/goals
• Competitive analysis
• Allocation of resources
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Disruptive innovation
(Christensen & Raynor, 2003)
Performance
Sustaining strategy
Keep improving what we do well
for our existing clients
Client expectations
Low-end disruption
Addressing overshot customers
New-market disruption
Competes against nonconsumption
Time
Thinking disruptively
• What are the jobs to be done?
• What are “good enough” ways to do
those jobs?
• What innovative structures can you
develop?
• How can you reward and encourage
creativity and risk?
• What are the circumstances in which
your product/service is being used?
What is rewarded and
acknowledged in your
organization?
Immediate
INNOVATION
• Consumer analysis
• Circumstance-based strategy
• Iterative processes
STRATEGY
• Mission/goals
• Competitive analysis
• Allocation of resources
CULTURE
• Shared assumptions
• Sources of resistance
• Success creation
Long-term
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What are your routines?
LEVELS OF CULTURE
I. ARTIFACTS
• Tangible structures/processes
• Rituals and routines
• Observed behavior
• Myths and stories
II. ESPOUSED BELIEFS/VALUES
• Goals, values, aspirations
• Ideologies
• Rationalizations
III. BASIC UNDERLYING
ASSUMPTIONS
• Unconscious beliefs and values
Shared assumptions arise only
over the course of time and
common experience.
—Edgar Schein
Anxiety comes when
assumptions are challenged
The role of leadership
• What leaders pay attention to, monitor,
and control
• How leaders react to critical incidents and
organizational crises
• How leaders allocate resources
• How leaders allocate rewards and status
• How leaders model behavior
• How leaders recruit, select, promote, and
excommunicate
Identify your critical moment
@grovesprof
Diffusion of innovations
(Rogers, 2003)
• Adoption affected by:
– Advantages
– Compatibility
– Complexibility
– Trialability
– Observability
@grovesprof
One path to engagement
SEO
DESIGN
CONTENT/
SOCIAL MEDIA
ATTENTION
(Message)
USAGE
(Ease of use)
HABIT
(Consistent content)
SOCIAL MEDIA/
COMMENTS/
USERS
CONNECTION
(Interaction/emotionality)
COMMUNITY
(User-generated)
@grovesprof
Adapting to the new media
• What new media fit within your culture?
• How do you make it part of the routine?
• How do you reward and acknowledge
the new behavior?
@grovesprof
Engaging your audiences
Measure your success
Thank you!
Dr. Jonathan Groves
Associate Professor and Chair, Communication
Drury University
Principal, SGF Media Consulting
Twitter: @grovesprof
E-mail: jgroves@drury.edu
Blog: leannewsroom.com