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  5. ICP - L&T Technology - Part I

ICP - L&T Technology - Part I

Innovation Culture Profile™ - Part I
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WELCOME to Part I of the Innovation Culture Profile™

At the end of Part I, you will be given a link to take Part II. In order to fully complete the feedback, both Parts I and II must be taken.

For the purpose of this culture feedback, “being innovative” means more than generating creative ideas. It means the full process of setting an intention or goal, focusing on it, generating innovative solutions and producing a positive benefit.

The questions in this feedback are based upon the premise that every person has the potential to be innovative, in every job, every day.


 
 
 
Press "Continue" to start the profile. Do not close this browser before completing Part I of the profile as you will lose your responses.

Please note that your answers are strictly anonymous. We only collect demographic data to be used for research purposes and will never be used to identify an individual. Therefore, please be fully honest with your answers.

All materials in this self-assessment are © 1995-2014 Values Centered Innovation Enablement Services Pvt. Ltd. All rights reserved.
 
 
 

Demographics
 
 
This culture feedback has been customized specifically for L&T Technology Services.

We'll start by collecting some demographics, followed by 2 sections of questions.
 
 
 
* Select your organizational level:
 
 
* How many years have you been with L&T Technology Services or one of its affiliates?
   
 
 
* What are your total years of work experience (whether with an organization or self-employed)?
   
 
 
* How many total years have you held a leadership position (whether in this or a previous organization)?
   
 
 

SECTION A: Quality of Conversations
 
 
SECTION A

In Section A, you will rate the "quality of conversations" your leadership team and employees are having that support people to be innovative in their work.

Please keep your organizational unit in mind as you answer the 48 items in this section.

Use the following scale to rate each item:
 
 
In your organizational unit, what is the quality of conversation between the leadership team and employees about...
No such conversations Not satisfying or productive Somewhat satisfying and productive Satisfying and productive Very satisfying and productive Exceptionally satisfying and productive
* C1. Communicating the mission, vision and goals of the organization in a way that is inspiring, exciting and tangible
* C2. Helping people understand how their work is meaningful to the success of the organization
* C3. Establishing team goals for innovation and new knowledge creation, and linking them to organizational goals
* C4. Helping people identify their personal values as meaningful motivators when developing individual/team work goals
* C5. Being a model of “walking the talk” for the organization’s values and ethics, and encouraging others to do the same
* C6. Striving to make a positive difference for others, rather than just seeking one’s own benefit
 
In your organizational unit, what is the quality of conversation between the leadership team and employees about...
No such conversations Not satisfying or productive Somewhat satisfying and productive Satisfying and productive Very satisfying and productive Exceptionally satisfying and productive
* C7. Seeking input and information about trends (technical, competitive, societal, etc.) that could impact the organization and its projects
* C8. Communicating strategic information with leaders and employees to help focus work initiatives
* C9. Discussing the thinking behind different strategy options and their impact on various stakeholders
* C10. Encouraging people to go beyond their comfort zone and take on stretch goals
* C11. Demonstrating a “courage of conviction” to stand for a new way forward
* C12. Creating a safe environment for people to try new things without fear of failure
 
In your organizational unit, what is the quality of conversation between the leadership team and employees about...
No such conversations Not satisfying or productive Somewhat satisfying and productive Satisfying and productive Very satisfying and productive Exceptionally satisfying and productive
* C13. Giving people the resources and responsibility to regularly upgrade their innovation skills and professional knowledge
* C14. Encouraging everyone to be innovative in their work, not just specialists, while reinforcing a sincere belief in their innovative potential
* C15. Assisting leaders and employees to negotiate what they expect of each other in their respective roles
* C16. Tapping into each person’s personal character that gives them the courage and determination to do their best work.
* C17. Promoting work relationships based on good intentions, respectful relations, and sincere accountability
* C18. Encouraging life-long learning and self-development so that employees are always learning something new
 
In your organizational unit, what is the quality of conversation between the leadership team and employees about...
No such conversations Not satisfying or productive Somewhat satisfying and productive Satisfying and productive Very satisfying and productive Exceptionally satisfying and productive
* C19. Eliciting, documenting and sharing new knowledge gained from project experiences
* C20. Targeting important, specific knowledge-creation goals for the workgroup and organization as a whole
* C21. Taking time to proactively identify key factors and issues that need creative solutions to meet project goals
* C22. Encouraging people to seek wisdom from a diversity of cultures, functions, and perspectives
* C23. Accepting differences of beliefs, concerns, and viewpoints in a spirit of learning from each other
* C24. Supporting the use of both intuition and analysis to understand how each stakeholder is affected in a situation
 
In your organizational unit, what is the quality of conversation between the leadership team and employees about...
No such conversations Not satisfying or productive Somewhat satisfying and productive Satisfying and productive Very satisfying and productive Exceptionally satisfying and productive
* C25. Encouraging people to generate new ideas without fear of criticism: no idea-killers allowed
* C26. Showing trust and patience with new ideas, even if they don’t at first seem practical
* C27. Listening to ideas from everyone regardless of seniority, experience, social status, or position
* C28. Encouraging ideas for both incremental and breakthrough solutions
* C29. Seeking and appreciating ideas from people with a diversity of backgrounds and viewpoints
* C30. Turning debates about “the right solution” into an open-minded sharing of diverse ideas
 
In your organizational unit, what is the quality of conversation between the leadership team and employees about...
No such conversations Not satisfying or productive Somewhat satisfying and productive Satisfying and productive Very satisfying and productive Exceptionally satisfying and productive
* C31. Leading people to consider what is best for the organization as a whole, even if it seems less optimal for the group
* C32. Drawing from personal, group and organizational values and ethics to guide decision-making
* C33. Considering long-term as well as short-term consequences of a decision on all stakeholders
* C34. Coaching people on how to develop an innovative solution, assess its risks, and get it accepted
* C35. Giving plenty of time to seek out a variety of stakeholders and consider their wisdom about the best decision
* C36. Seeking win-win solutions that go beyond or at least minimize internal power struggles
 
In your organizational unit, what is the quality of conversation between the leadership team and employees about...
No such conversations Not satisfying or productive Somewhat satisfying and productive Satisfying and productive Very satisfying and productive Exceptionally satisfying and productive
* C37. Communicating a compelling reason for change, tied to the organization mission, vision and values
* C38. Guiding people on how to overcome obstacles in getting their innovative solutions implemented
* C39. Seeking to understand legitimate reasons for resistance to change
* C40. Planning workloads that are realistic to the resources (time, people, financial, etc.) available to implement an innovative solution
* C41. Making sure the verbal commitment to a new solution is backed up by the resource commitment needed to implement it
* C42. Learning and adjusting during the implementation process, changing resource commitments as needed
 
In your organizational unit, what is the quality of conversation between the leadership team and employees about...
No such conversations Not satisfying or productive Somewhat satisfying and productive Satisfying and productive Very satisfying and productive Exceptionally satisfying and productive
* C43. Generously sharing own expertise, and coaching people on their innovation skills
* C44. Giving feedback and performance coaching on how to produce tangible results along with new learning that benefits others
* C45. Providing candid, timely feedback that supports prudent risk-taking and possible failure as a learning opportunity
* C46. Speaking about values and meaning when publicly recognizing people for their innovative achievements
* C47. Rewarding new knowledge creation as well as achievement, even if goals are not achieved 100%
* C48. Taking frequent opportunities to acknowledge milestones in new learning and achievement
 
 

SECTION B: Policies and Practices
 
 
SECTION B

In Section B, you will rate to what degree L&T Technology Services "policies and practices" are effective in promoting your organizational unit to be innovative.

There are 48 items in this section.

Use the following scale to rate each item:
 
 
To what degree are the following policies and practices effective in promoting your organizational unit to be innovative?
No such policy or practice Not effective Somewhat effective Effective Very effective Exceptionally effective
* P1. Involving people throughout the organization to develop a mission and vision statement based on making an impact bigger than the organization itself
* P2. Establishing stretch goals for groups and individuals that include targets for producing new knowledge and innovative results
* P3. Focusing the organization mission, vision and goals on a healthy balance between generating wealth and positively impacting a wide range of stakeholders
* P4. Involving people throughout the organization to formulate a statement of shared organizational values and ethics
* P5. Having workgroups formulate their own statements of values to guide and motivate their work, compatible with the organization’s values
* P6. Ensuring that key organizational systems – budgeting, performance appraisal, rewards/compensation, etc. – are aligned with the organizational values and aspirations
 
To what degree are the following policies and practices effective in promoting your organizational unit to be innovative?
No such policy or practice Not effective Somewhat effective Effective Very effective Exceptionally effective
* P7. Communicating trends and company vulnerabilities related to the industry, customers, competitors, technologies, etc. to all levels in the organization
* P8. Constructing different scenarios for the future business environment, and developing strategies across all scenarios
* P9. Developing strategies from a systems perspective, with both global and local impacts
* P10. Identifying “key success factors” and appropriate boundaries for risk-taking at different organizational levels
* P11. Encouraging “intelligent risk-taking” by setting goals for valuable knowledge to be gained even from partial failure
* P12. Having a process for assessing risk/opportunity trade-offs in terms of possible learning and achievement outcomes
 
To what degree are the following policies and practices effective in promoting your organizational unit to be innovative?
No such policy or practice Not effective Somewhat effective Effective Very effective Exceptionally effective
* P13. Making “innovativeness” a part of every job description, with clear objectives related to that job responsibility
* P14. Allocating time for people to work on “pet projects” of their choosing, free from daily pressures of regular work
* P15. Giving people decision authority over how they achieve their work objectives
* P16. Providing a clear, organization-wide “innovation process” and training people on how to use it in their day-to-day work
* P17. Providing training opportunities for employees to strengthen their innovation competencies and professional knowledge
* P18. Promoting work-life balance, so that employees are fresh on the job, healthy, and have a satisfying personal life
 
To what degree are the following policies and practices effective in promoting your organizational unit to be innovative?
No such policy or practice Not effective Somewhat effective Effective Very effective Exceptionally effective
* P19. Providing an IT-based system for sharing knowledge and best practices throughout the organization
* P20. Promoting informal networks and centers of excellence for creating and sharing knowledge across organizational boundaries
* P21. Providing a “knowledge/skills bank” where people can seek input from other professionals when needed
* P22. Promoting open sharing of information and ideas with key stakeholders, such as vendors, customers, academics, NGOs, association members, etc.
* P23. Having an organization structure that encourages cross-department collaboration and knowledge sharing
* P24. Seeking to understand the systems, patterns and root causes before attempting to solve problems
 
To what degree are the following policies and practices effective in promoting your organizational unit to be innovative?
No such policy or practice Not effective Somewhat effective Effective Very effective Exceptionally effective
* P25. Providing an IT-based “innovation system” for people to post challenges and to seek ideas and opinions from others
* P26. Providing trained facilitators (internal or external) to assist teams to generate a wide variety of creative ideas
* P27. Granting individuals and teams the time they need to think freely and generate creative ideas to solve their work challenges
* P28. Promoting innovative thinking that builds on what has been done before, while testing practical combinations of ideas
* P29. Promoting innovative thinking that challenges the “status quo” and generates ideal, bold, long-term solutions
* P30. Providing channels to elicit ideas from people outside as well as inside the organization
 
To what degree are the following policies and practices effective in promoting your organizational unit to be innovative?
No such policy or practice Not effective Somewhat effective Effective Very effective Exceptionally effective
* P31. Considering decision criteria related to the possible impact on stakeholders inside and outside the organization
* P32. Applying qualitative criteria to new ideas early on, and then quantitative numbers later in the evaluation process
* P33. Providing simple-to-complete forms to help people show how their innovative proposals could be beneficial to the organization
* P34. Structuring the organization and decision-making process to support cross-unit, cross-functional involvement in decisions
* P35. Having a high level committee that involves employees’ in evaluating their innovative proposals for adoption
* P36. Formalizing methods of getting input from customers and other stakeholders to help determine the best decisions
 
To what degree are the following policies and practices effective in promoting your organizational unit to be innovative?
No such policy or practice Not effective Somewhat effective Effective Very effective Exceptionally effective
* P37. Involving stakeholders to develop and implement plans for innovative initiatives
* P38. Monitoring success or obstacles during implementation and making mid-course corrections as needed
* P39. Demonstrating a unity of thought-word-action so that implementation is transparent and promises are kept
* P40. Offering “seed money” or other financial resources needed to test the potential of an innovative solution
* P41. Having an easy-to-follow process to acquire the right people, equipment, workspace, and other tangible resources needed to implement innovative projects
* P42. Ensuring that budget and accounting measures allow and encourage risk-taking with innovative projects (no unnecessary cost overheads for new projects)
 
To what degree are the following policies and practices effective in promoting your organizational unit to be innovative?
No such policy or practice Not effective Somewhat effective Effective Very effective Exceptionally effective
* P43. Providing mentors to upcoming leaders and contributors, focusing on the knowledge and skills for being innovative
* P44. Explicitly evaluating “innovativeness,” “knowledge contributions,” and “intelligent risk-taking” as part of performance appraisal and project debriefs
* P45. Providing clear accountability for being innovative and producing innovative results
* P46. Giving recognition and rewards for both individual and group innovativeness
* P47. Offering rewards that are intrinsically motivating (such as new work assignments and learning opportunities) and extrinsically motivating (such as financial rewards)
* P48. Circulating success stories and “intelligent failure” stories that encourage the initiative for being innovative
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