Everyone wants to work in an innovative organisation, right? They are pretty fun, aren't they? Well, are they all they seem to be? Innovative cultures are paradoxical. A tolerance for failure requires an intolerance for incompetence. A willingness to experiment requires rigorous discipline.
But despite the fact that innovative cultures are desirable and that most leaders claim to understand what they entail, they are hard to create and sustain. This is puzzling. How can practices apparently so universally loved—even fun—be so tricky to implement?