by OLIVER SWEET and ELLIE TAIT, Ipsos
love the idea of culture. Finding out what makes France French, Spain Spanish
or Denmark Danish is why we travel. We see culture as a manifestation of the
greatest human achievements – we flock to art galleries and read the latest
Booker Prize–winning novel. But if we’re so naturally gripped by the idea of
culture, why is it so hard to get traction for the value of culture in
intelligence doesn’t come naturally in corporate settings, even for researchers.
When we go to work we often switch off our cultural curiosity. We begin client
debriefs with penetration statistics, household expenditure and demographics,
but we rarely attempt to immerse our clients in the culture their product is
inextricably nestled within. Variations in survey results are described as
‘market differences’, a damp squib of a term for what is actually a complex web
of cultural influences.
do we fail to integrate cultural insight in a meaningful...
by JAY HASBROUCK, Founder, Filament Insight & Innovation
“Innovate or die"—this dictum is driving companies to build their innovation capacity, and fast. Most are turning to now-familiar practices such as Design Thinking, Lean, or Agile. But as they grow, many organizations find that they don’t see expected increases in innovation after deploying these practices. Why?
Although they’re originally meant to drive creative thinking and strategic risk taking, innovation methods can quickly become rote in large organizations, especially when teams are expected to deploy them without context, or simply to check off a box on their performance reviews. Worse yet, some companies struggle to manage a combination of different innovation practices between teams, leading to a breakdown in collaboration and disjointed project pacing. What these organizations lack is an overall innovation strategy that drives their efforts to build innovation capacity, engages their teams with a purposeful vision, and ensures their efforts can evolve...