culture

When culture kills innovation

When culture kills innovation

  • Friday, 24 May, 2013
  • By:

Let me retell a story I recently heard about innovation in a retail bank.

Processing standing orders at the bank was an administrative burden. There was no ‘straight through processing’.  Whilst it was acknowledged as a problem, it was not one that was of sufficiently high priority to justify a new project on the IT roadmap.  This didn’t stop an entrepreneurial project manager and a couple of developers take on the challenge as a ‘side of desk’ project. They managed to fit it in between their core work and in six weeks delivered a solution that almost immediately delivered value to the bank in efficiencies and cost saving.  Job (quietly) well done. Until a bank holiday Monday, a scenario that the solution hadn’t been designed for and on the Tuesday it failed. A backlog of standing orders was created, but no more than what would have occurred prior to the solution being implemented. Senior management got wind of the ‘failure’ and demanded answers. The problem was fixed and ‘business as usual’ returned. Until the extra leap-year day in February. Another corner case that the solution was not designed for. This time senior management ramped up the blame. Risk was not tolerated in the bank- a failure to run the project ‘properly’ introduced significant operational risk. The team were placed on a disciplinary process.  Everyone saw how the story ended and no-one wanted to end up being treated this way. That pretty much killed any innovation within the bank. The bank’s culture of ‘zero risk’ and insisting on ‘process over people’ destroyed any internal entrepreneurialism at a stroke.

Now let’s imagine that at a time in the future, the CEO of the bank hears of his competitors successfully incubating new ideas from the grass roots up. There’s a mandate to encourage ‘skunk works’ projects in the bank. Inevitably this will fail. Unless the underlying culture is fixed such projects are doomed to fail. Culture is often bigger than the whim of the CEO. To build internal innovation capability, to enable test and learn, business agility and a can-do mentality, this story tells us a lesson. Do nothing until you understand the culture and ensure that it can provide the oxygen for innovation to flourish, not suffocate it.

Where are the missing floors?

  • Friday, 3 October, 2008
  • By:

Lift panel with numbers missing

It is fairly standard practice in Hong Kong for buildings to have no thirteenth or fourteenth floors. They are considered unlucky numbers. Not sure what happened to the first, second and fifth floor here. And back-to-front button numbering that is neither in the telephone format nor the phone format. There’s a couple of lessons to learn here; when designing human-technology interactions consider cultural norms and existing design stereotypes. (Sorry, its the Human Factors conditioning in me that notices such things).

Cross cultural considerations at the Sandwich bar

  • Tuesday, 12 August, 2008
  • By:

In their paper Content preparation for cross-cultural e-commerce: a review and a model, Liao et al. conclude that (1) Westerners pay more attention to information about product components or contents than East Asians and (2) East Asians pay more attention to information about price… than westerners. This is in the context of eCommerce in “present[ing] appropriate information content to facilitate consumers’ decision making”.

A practical example of this in the bricks and morter world can be seen at this Sandwich bar in Hong Kong.

Sandwich bar counter

Clearly modeled on the western way of buying sandwiches, the counter layout supports the customer selecting the product (sandwiches and fillings on display) moving on to the cashier at the end of the counter to pay.

This isn’t the way things are done in Hong Kong where money comes first before the product. “Please place your order at the cashier”… before dwelling in front of the display cabinet. This results is congestion around the cashier counter and poor workflow and a slow and tedious customer experience.

Sandwich bar or internet offering, consider cultural differences before transferring the concept and content.

Cultural differences in toilet walls

  • Monday, 11 June, 2007
  • By:
US executive toilet gap legs and all

What do you see? Depends on who you are. In the US it’s just a row of toilet cubicles. Elsewhere in the world it is “what’s with the huge gap between the floor and cubicle wall? A gap large enough to see the legs of the person in the cubicle next to me!”

Apologies for dragging this blog to the level of the toilet, but there is a point to this observation. Things that are normal in one culture may not be quite so normal in other, even the most mundane. On distributed projects with off-shore teams it is not enough to ensure you have robust processes and open channels of communication. You need to ensure that cultural differences are understood and respected. Don’t assume everyone shares your design of toilet.