In 
Every concept has a new definition, and the alphabet ‘C’ has a major influence on every aspect of innovation, whether related to life or any environment. In this context, the advocacy of ‘C’ refers to creative confidence, which is what sets the culture of innovation in every organisation.
Gerd Hoefner, Managing Director and CEO, Siemens Technology Services,India recommends that every senior IT-decision maker defines a 4-step approach to drive confidence and make a cultural shift. The 4Cs are culture, content, career and compensation: they pave the way for establishing the confidence necessary among teams.
Among these four ‘Cs’, culture is the key factor that drives wisdom and innovation and addresses that key ingredient to one’s growth. Most often, we find that the key hiccup to driving any innovation is fear of the unknown.
What should one do to be the change agent?
It is important to overcome fear of the unknown within your own organisation, and work on activities which can help customers repose trust in you. Try to implement a high performance work culture which will enable people to enjoy their work and strive towards building innovation. The rest of the 4Cs will contribute to the winning culture.
The culture of an organisation which exudes confidence reflects in the way innovations are made and disclosure of inventions also amounts to measuring innovation
Measuring Confidence through Innovation
The culture of an organisation which exudes confidence reflects in the way innovations are made. However, the key to measuring innovation revolves around a few factors:
a) Innovation reflects on how many patents have been filed on a periodic basis
b) Disclosure of inventions also amounts to measuring innovation
I find there has been a 30 per cent year on year growth in patents filed. These innovations are based on customer feedback. It is always recommended that youhave the customer involved in the idea workshop, and define such a transparent culture that it will result in important innovations.
c) Another measure is to observe the impact on talent retention
It is useful for IT heads to initiate programs around retention, and have titles such as best attrition manager for those who proves their skills at retaining talent.
No license required to innovate
Most often, team heads think that they must seek the management’s permission or get a license to innovate. But a true and confident innovator does not require any such thing. It is all about the culture you develop or create to drive innovation of any sort. What’s important is the high performance culture one creates as a leader and the confidence necessary to be creative.
4 Ts Vital to Develop an Innovation Culture
Quite like the 4 Cs, there are 4 Ts or talents which are vital ingredients to develop an innovative culture in an organisation. They include developing necessary technological skills, quality and product management, domain competency and behavioral skills. Every leader should ensure that sufficient training is imparted across these spectrums.
I would think that senior IT decision makers need to make strategic plans to buy in the C-suite to the idea and enhance the deliverables to determine quality. It is preferable to hire an external consultant to assess the creative landscape; also, it is important for them to be open to change devoid of all fears of the unknown. How smart an individual is in creating a positive culture determines his leadership role.
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