Breaking from the rule

In my last post - Observations about circular innovation - I have highlighted implications about the breaking circular innovation framework.

In this post let’s focus on two main reasons employees, at any level, diverge from their expected and current behaviour.

The cause of employees behavioural change can have a tangible or intangible nature.

Let’s start with the cognitive and invisible nature of employees behavioural change.

Here, an employee is changing behaviour because experiencing a shift in perception regarding the company’s product, the customer or the value that the product creates for the customer.

The nature of intangible change is:

  • internal and unrelated to the shifts happening in the industry in which the company competes;

  • sudden – it’s an intuition, it bypassing reasoning.

  • out of employees control – It’s frequently an unconscious event.

The second reason for employees behavioural change has a tangible and strategic nature.

An employee is changing behaviour because acknowledging a shift happening in the industry which could have strategic implications for the company.

The nature of tangible and strategic change is: ​

  • External and related to the environment in which a company competes;

  • it’s a rational process; a company can predict change by continually monitoring its industry and the shifts happening in it.

In conclusion, it’s essential for management to understand the nature behind employees behavioural change - tangible or intangible? And what can management do to embrace rather than rejecting it?

Check out my online programme: Breaking Circular Innovation.​

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