Innovation Management in a Multicultural Context

摘要

Data on innovation and culture strongly support the principle that an innovative organization must have a culture that is inclusive, nonhierarchical, and empowering, wherever it is based. For multinationals with international operations, the effects of culture on innovation must be considered on two levels: the culture of the society in which the innovation effort is embedded and the internal corporate culture (often aligned with the culture of the country in which the company is headquartered). The two interact and can run at cross-purposes.The case of Philips India provides some guidance on a productive path to success:1.First, assess the culture of the country that you will be entering and compare it with your corporate culture.2.Second, find ways to adapt your organization's culture in the new market in a way that is consistent both with the culture of the new market and with the imperatives for innovation.3.Finally, immerse yourself in the new market so you can understand deeply the cultural factors that will determine success or failure of any products or services.Your job as an innovation leader is to maximize the benefits and minimize the drawbacks of relevant societal cultures in a coherent and effective way to promote your organization's innovation goals. This is not an easy task. The tools discussed in this article provide a foundation for doing so.