Developing innovative and adaptable cultures, especially in service providers with long, and often proud, histories and traditions of product and control orientation, might cause tensions and be in conflict with current and past cultures. Thus, the very legacy of organizations that seek to be more service-oriented and innovative may represent a barrier to revolutionary transformation and to develop more adaptable and innovative cultures. Conflicts and tensions obviously represent barriers, but they are ultimately unavoidable in cultural transformations that challenge basic assumptions and institutionalized beliefs. Consequently, trust appears to be a novel mechanism for overcoming and balancing these challenges, as organizations seek to transform towards more adaptable and innovative cultures. In the chapter, the author argues that trust could potentially create favorable conditions for organizations that seek to be more service-oriented and experience-centric and develop more adaptable and innovative cultures.
Tor W. Andreassen, Simon Clatworthy, Tore Hillestad and Marika Lüders
Edited by Marika Lüders, Tor W. Andreassen, Simon Clatworthy and Tore Hillestad
Marika Lüders, Tor W. Andreassen, Simon Clatworthy and Tore Hillestad
In the introductory chapter, the editors respond to the fundamental goal for any firm: to maintain and build customer trust. The overall themes of the book are innovation, trust and customer experience. The book’s title – Innovating for Trust – reflects trust as an antecedent to adoption and commercial success, as well as an outcome of adoption and commercial success. In short, managers and innovators need to build trust into all activities of innovation. The chapter starts by defining and discussing the notion of innovation. Attempts to innovate are ultimately about forecasting what the future entails, and what customers may want. Innovative capabilities consequently include creative change thinking; not as an isolated act of a genius but as acts of picking up signals of change and opportunities. Also discussed are dimensions and types of innovations, and the editors distinguish between radical and incremental innovations, on the one hand, and sustaining and disruptive innovations, on the other hand. The notion of the innovation journey as a guide for reading the book is offered, together with an overview of the main contributions of the different parts of the book.
Birgitte Yttri, Annita Fjuk, Daniel Nordstad Grönquist and Tore Hillestad
The chapter focuses on cultural challenges a company encounters in its efforts to adapt to uncertainties and turbulent environments. The authors argue that companies will be able to achieve competitive advantage by developing organizational cultures with a high capacity for innovation and adaptability, and that future scenarios are practical tools to attain these goals. The arguments are based on scenario development among three Norwegian companies. The common challenge across the three companies is a need for radical innovation in order to adapt to more customer and service orientation, and that this involves significant processes of cultural transformation. The arguments are further exemplified by operationalization of the scenarios into service concepts in one of the case companies.