The most common answer is adaptability and creativity – the ability to create new, original ideas that go through an innovation process, transforming ideas into practical solutions. It is widely believed that such ideas come from people with exceptional imagination and intuition, allowing them to envision new products and improvements.
Lean Startup and the Creative Process – The Myth of Inspiration and Reality
Such a “magical” creative process does not exist in reality. Most studies on innovation indicate a different approach: 5% inspiration and 95% methodical, disciplined work. One example is Toyota’s Improvement KATA – new solutions are developed through the persistent habit of scientific thinking and acting, practiced daily by every employee. This raises the question: how did Toyota engage the entire workforce in this routine?
Key Traits of Creativity
Research shows that creativity comprises many traits. Primarily, these include openness to experience, independence, and confidence, but also courage, willingness to take risks, perseverance, and flexibility. Innovative companies recruit individuals who possess a high level of these traits, thus creating valuable organizational capital. But does having creative employees automatically make an organization “creative” and guarantee success? Certainly not.
Lean Startup and an Environment Conducive to Innovation
Creative thinking requires two essential conditions:
- A sense of security (preferably eustress).
- A stimulating environment full of challenges.
Stress causes physiological changes that prepare the body for “fight or flight”; as a result, blood flows to the muscles, narrowing our focus and making us less receptive to stimuli. In such situations, creativity is shut down. There are many examples of stressful work situations that trigger these symptoms: job insecurity, conflicts with superiors, fear of evaluation, and consequences for mistakes, among others. Such stressors are common in most workplaces (especially in hierarchical and market-driven organizational cultures). They are, however, absent in organizations with an ad hoc culture. Examples of such companies include startups – dynamic, specialized, and often created ad hoc for the duration of a project. Their main feature is adaptability to the VUCA environment, with a focus on creating innovative products and services.
Lean Startup – Ad Hoc Culture and Lack of Hierarchy
What most distinguishes startups and organizations with an ad hoc culture includes:
- Lack of hierarchy and formal dependencies.
- Continuous experimentation.
- Openness to risk-taking and making mistakes.
These elements fulfill the two conditions essential for creative thinking and innovation. Toyota is an example of an innovative organization with a clan culture (based on trust and collaboration), which cares for employees’ sense of security while focusing on ad hoc values (improvement and innovation).
Summary
Lean startups stand out with an adaptable organizational culture that fosters creativity and innovation. By minimizing hierarchy, supporting experimentation, and accepting risk, startups create an environment where employees feel safe and have greater freedom for creative thinking.
Over 30 years of experience in Lean Management. He is a psychologist, consultant, trainer, coach and management mentor. He was a Regional Director in leading organizations in the financial industry and participated in the creation of HR and management projects implemented jointly with the consulting BCG Company. Specializes in the development of people, leaders, teams and organizations in the VUCA environment.
