agribusinessreview.comJULY - SEPTEMBER 202219on process, rigour and downsizing, and the innovation markers dropped away. I have seen creative teams with great ideas undermined when the culture does not allow for creativity. That might sound strange... why would any executive team or culture oppose creativity and innovative thinking? I wonder if it's about conflicting priorities or values, things like short term payback requirements or the need for top down control vs empowerment through the ranks, or the security of the status quo. It's important to decide who you are as a company and what you want to achieve, then build a culture and values that genuinely support it. 3. All "innovation" is NOT created equalWhat is innovation? It could be near in or far out,on the core or the fringes, radical or incremental. Sometimes a simple "fast follow" can generate more value to the business than breakthrough technology. It could be visible to consumers (a new product) or invisible (a new process that re engineers your cost structures). I like to think of innovation as creating value out of ideas. I always start with asking what the business needs right now. I see success as in-year financial delivery and long-term share of market ­ and if an innovation can give both, GREAT! Realise that not all innovation will work (e.g. a new brand in an emerging space), and balance that with safe bets (e.g. a new flavour in a clear consumer desirable partition) that you know your heavies will love. 4. Leverage connections, value your teamDon't do it all yourself. Sometimes us technical people can place too much emphasis on our own knowledge or contribution. Once you know what you need, decide how you'll deliver it. If there's no benefit doing it yourself and it's cost effective to outsource­ do it! Use resources where there's advantage. Leverage your connections (e.g. material suppliers, universities) to maximise your capacity. And use your team! Don't think just because you are the boss, you're always right and they're wrong. Something my grads definitely know more than me about, is understanding GenZ's! Be prepared to be disagreed with, or you're hamstringing your own capacity and the quality of your outputs. 5. Value diversityAccording to Daniel Pink in his book "A Whole New Mind", we're entering an age where conceptual thinking will be more valuable than ever.The outsourcing of knowledge work off-shore and to algorithms and robots, means skills like design, storytelling and building emotional connections to brands will play a key role in differentiation. We need cognitive diversity - the value of left and right brain thinkers.In the past we may have put certain personality types into the "too hard basket", over-emphasized "cultural fit" so as not to "rock the boat" and ended up hiring a lot of people who think the same. We need all sorts of thinkers now if we want to keep up, and we need managers who can understand and facilitate an inclusive environment. So go on... make it your mission to create an environment where people can thrive and bring their best innovative and creative thinking to the table. And you just might give consumers something they will love, that will still be on the shelf 10 (or 50) years from now! Leverage your connections (e.g. material suppliers, universities) to maximise your capacity. And use your team! Don't think just because you are the boss, you're always right and they're wrong
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