What do all of these things have to do with one another? They all tie together in the person of the late David Ogilvy. He liked to wear capes and his Ad Agency created the iconic advertisements using the man in the eye patch and matching oysters to beer. His organization was one of the most creative of its time and was hugely successful.
So how does that connect to Innovation and Human Resources? Well, in 1985 during a dinner in London of top executives he addressed the issue of corporate culture. He wondered if the agency had one: "Apparently we do. We seem to have an exceptionally strong culture. Indeed, it may be this, more than anything else, which differentiates us from our competitors."
It starts with the working atmosphere: "Some of our people spend their entire working lives in our company. We do our damnedest to make it a happy experience for them." We treat people like human beings. We help them when they are in trouble - with their jobs, with illnesses, with alcoholism, and so on. We help our people make the most of their talents. We invest an awful lot of time and money in training - perhaps more than any of our competitors.
Our system of management is singularly democratic. We don't like hierarchical bureaucracy or rigid pecking orders. We abhor ruthlessness. We like people with gentle manners. Our NY office goes so far as to give an annual award for what they call "professionalism combined with civility". We like people who are honest. Honest in argument, honest with clients, honest with suppliers, and honest with the company.....
Innovation, creativity, and great design thinking can and will differentiate an organization from its competitors, but the right culture must be in place first. It requires a culture where creativity and treating people well gets as much attention as spreadsheets. I think David Ogilvy did a better job articulating this notion than I ever could. That is where Human Resources can make an immense impact...in developing the right type of culture to allow Innovation to flourish.
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