In a previous blog, I explained some challenges about measuring the impact of innovation, and how perception is important. I ended by highlighting the survey that was issued by the innovation team at SWIFT, to indeed try to establish some kind of baseline as to this perception.
So let’s talk about the results – what you have collectively told us. This first blog post focuses on the internal survey – what the SWIFT employees have told us.
The internal survey was a single question: “Innovation is an important enabler for transformation at SWIFT and the Innovation team are tasked with driving this message throughout the organisation. On a scale of 0-10 would you recommend the Innovation Team and their work at SWIFT?”
An additional (optional) comment was requested as follows –
- for people responding 9 and 10 (the “promoters”) – “What is it that you most like?”
- for people responding 7 and 8 (the “passives”) – “What is it you would most like to improve?”
- for people responding 0 to 6 (the “detractors”) – “What is it that you most dislike?”
The methodology is focused on understanding how many people will actively spread the news and promote Innotribe and the innovation team (the “promoters”) and those who may do so (the “passives”). It also heavily emphasizes the comments provided to identify key strenghts and areas for improvement.
2. The results of the internal survey
We collected 1124 responses, which represents roughly 60% response rate. This in itself is an important results, as it is much higher than your typical survey response.
Key message #1 – SWIFT employees care about the subject of innovation.
The results are split as follows: 20% promoters, 40% passives and 40% detractors.
Key message #2 – while there is good active and passive support for the innovation team, there’s a lot of room for improvement.
The comments provide a very rich perspective on people’s opinions. Simon Bale, who helped me on this, and me read them and analyzed for hours – I hope I do a good summary below.
Key messages #3, from the promoters – keep up the creativity, enthusiasm and passion in fostering ideas in the “What?” (technology and products) and the “How?” (Innotribe events, facilitation, Megaphones, incubator)
“Give us a chance to look at things differently.”
Key messages #4, from the passives – increase visibility on the mandate, process and deliverables of the innovation team.
“More information on what they are doing and working on, not necessarily in writing but in presence.”
Key messages #5, from the detractors – increase visibility on the deliverables of the innovation team, and how they are relevant for the day-to-day work at SWIFT.
“How can my clients engage in the innovation process?”
“More engagement in remote offices.”
“I’m not sure what the innovation team has done that has increased revenue for SWIFT.”
So indeed, as the title of this post says, the SWIFT employees care about innovation and want to be involved more.
The way I undertstand this is –
- Ensure more direct contacts with the innovation team. In different divisions, in the regions. Supporting this, I share with you the surveys we did at Innotribe@Sibos in Amsterdam and Innotribe@Mumbai events – essentially we had 55% or plus straight promoters.
When you experience us, you understand what we are about!
- It is clear that we need to communicate differently. Not more, just differently. The push channels on the intranet and the internet are just read in passing, if at all.
We need to innovate our communication channels!
- Finally, and most importantly, we need to make our efforts more relevant to you, the SWIFT employees. Make sure you understand we are there to help you transform your ideas into reality. And make an impact on the bottom line of SWIFT.
We need to make you aware you can innovate!
Comments? Opinions? Fire away!