How to conduct a managerial innovation process?

Managerial innovation does not simply satisfy a desire for novelty, it constitutes a profound adaptation to the new challenges of a changing world. Each organization must therefore take ownership of this key issue if it wishes to remain competitive and attractive.

HR Strategy

Formations SQORUS University

Senior Consultant HR Transformation & Change Management

In recent years, ideas for new and innovative management practices have emerged and it has been tempting for many organizations to adopt some of them. Unfortunately, this can be disappointing or frustrating when these practices are isolated and do not form part of a coherent overall approach.

Today, organizations are looking to build a specific strategy to guide their managerial innovation process and integrate new management practices that are fully adapted to their current challenges.

In this context, we propose below a focus on the 4 main steps of a managerial innovation approach.

Step 1 of a managerial innovation: building guidelines

The world today is facing profound changes. The consequences of these changes will lead to new operational requirements for companies. For this first step, it is useful to go back to the general issues that companies are facing and to establish a synthetic vision.


Faced with the major changes in their environment, companies must evolve their operations so that they can develop responsiveness, commitment, continuous innovation, collective intelligence and meaning.

If these general objectives are common to all companies, it is then important torefine the reflection and take into account the strategic axes specific to the company by asking the following questions:

  • Which of these major issues are particularly important to my company?
  • What individual and collective ways of operating will be particularly relevant to support our strategic goals?


  • If the strategic objectives are particularly focused on the desire to improve the customer relationship, we can pay particular attention to the commitment of employees;
  • If we want to develop continuous innovation, we will give priority to the development of creativity in everyone;
  • If the focus is on diversification or decentralization, autonomy and subsidiarity can be particularly developed;
  • Or try to develop the project mode, if you want to strengthen the synergies between departments.

Once the general issues have been identified and refined by taking into account the strategic axes, we then have the guidelines that will ensure coherence and relevance in order to carry out an in-depth transformation of our internal operations.

Then it’s time for the transformation.

How to set up the transformation of collective operating modes. Where to start?


Stage 2 of a managerial innovation: developing a managerial model specific to the company

To transform the internal system of a company, the main levers are of 3 interdependent orders: culture, organization and management system.


The management system is the first and most important area of transformation. Indeed, management, the cornerstone of the pyramid system, is the symbol of the transformation, but also the axis that will enable an effective transformation.

To achieve a successful transformation of the company, managerial innovation is therefore at the heart of the transformation and adaptation of the company to its environment. It plays a key role in the implementation of an effective culture, organization and management system.

The managerial transformation must be adapted to each company, to its DNA, its culture, and be in line with its objectives. To do this, and to give meaning and mobilize managers, many organizations opt for the development of a Managerial Charter.

The managerial charter is a synthetic, visual and accessible reference framework for all managers involved in the transformation of their posture

On this subject, we have written an article to explain why and how to build an effective management charter. Find out how you can grow your business and adapt to an ever-changing environment.

Stage 3 of a managerial innovation: transforming managerial postures and practices

Once the Charter has been finalized and communicated, the concrete transformation of managerial attitudes and practices can begin.

It has three components:

  • The development of managers’ skills with the creation of a managerial skills reference system that will constitute a basis for positioning the manager and the starting point for making him/her an actor in his/her training program.
  • The promotion of new practices with the creation of a toolbox for managers that identifies a certain number of concrete practices that they are recommended to adopt.
  • The development of managerial communities that mobilize and inspire a new collective dynamic, based on sharing, exchange and co- development.

Stage 4 of a managerial innovation: necessary changes in the organization and culture

If the transformation of the management system can quickly make new ways of working effective, it is important to accompany this transformation at a more general level and in particular :

  • To verify if the company’s culture (specially by the behaviors..) is in phase with these transformations. And if it is not, it is possible to make it evolve with a work on values.
  • Check also, through an ongoing dialogue with managers, if structural elements do not hinder the evolution of certain postures and practices.

In addition, beyond the obstacles to be removed, developing a more collaborative managerial culture comes with certain conditions and can benefit from the implementation of complementary actions at the organizational level :

  • Development of employee autonomy and accountability (with support depending on the profile)
  • Strengthening of direct management-employee dialogue and bottom-up communication
  • Development of innovation and intrapreneurship: provide a framework that facilitates the development of ideas and links them to strategic axes
  • Work on cohesion and a sense of belonging that helps to counterbalance the decrease in coordination or formal communication.

Conclusion on a concrete approach to managerial innovation

The development of innovation within the company is crucial to maintain sustainable growth. If managerial innovation can be perceived from new practices, it cannot be summarized in this aspect. It is in fact mainly a new understanding of the function and therefore a new posture to put in place. This is why the support of managers is often decisive.

It takes shape in a global strategy adapted to the new challenges of the economic and societal environment, but also respecting the DNA and strategy of the company.

Adopting a managerial innovation approach also means always being attentive to societal changes, the evolution of the relationship between people and work and the ways in which we think we can move forward, build and create value collectively.

At SQORUS, we work with our clients on a variety of issues, particularly those related to managerial innovation. Do not hesitate to contact us to discuss this with our experts.

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