Organisational culture and change

Mining corporates, mine-sites and METS firms have well-established operational systems and processes. Like many complex organisations, their management systems and processes can become highly path-dependent and difficult to change. In addition, mine-site managers, engineers, technical service teams and the broader workforce potentially suffer from ‘cognitive lock-in’ where they form networks with like-minded professionals who reinforce established operational practices.

We have developed tailored tools to help METS firms diagnose potential barriers to innovation, drive best practice management of innovation and identify areas of improvement. In addition, we provide tangible examples of how mining and METS firms achieve improvement in structures and cultures to drive innovation performance.

The Innovation Culture Model (ICM) shows how successful innovation cultures operate within the mining and METS context.  Informed by this model, the Innovation Diagnostic Tool (IDT) can be used by mining and METS firms to assess their own innovation culture.

Innovation Diagnostic Tool (IDT)

The Innovation Diagnostic Tool (IDT) is used to assess the key elements of an innovative culture in METS and mining firms. These insights can help organisations examine their own systems and processes to diagnose potential barriers to innovation. Firms can then identify areas that could benefit from interventions to improve performance.

Start the Innovation Diagnostic Tool (IDT)

Click the image below to access the Innovation Diagnostic Tool:

digital abstract for toolkit
Innovation Diagnostic Tool

Introducing the ICM and IDT

The following video introduces the model underlying the IDT, revealing the elements that make up a successful innovation culture.  These elements are assessed by the IDT:

Strategies to increase innovation culture in METS and mining firms

The following video outlines strategies that METS and mining firms can use to improve their innovation culture:

Fact Sheets

These fact sheets summarise our key research findings:

What makes organisational culture in the mining sector more innovative?

Mining corporates and mine-sites have well-established, complex operational systems that are often resistant to adopting new technologies and other innovations.

CMBI’s Innovation Diagnostic Tool identifies the key elements of an innovative culture in METS and mining firms.  These insights can help organisations examine their own systems and processes to diagnose potential barriers to innovation.  Firms can then identify areas that could benefit from interventions to improve performance.

 

 

 

 

Innovation diagnostics: Tools for METS and mining organisations

A series of analyses were conducted to validate the tool’s key measures, and to test the measures across a broad sample to see how different innovation indicators drive different types of innovation performance.

The final version of our Innovation Diagnostic Tool resulted from a survey of 321 employees from over 191 METS and mining firms.  It provides a detailed map of the drivers and areas that need to be changed to optimise a firm’s ability to innovate and integrate innovations such as technology.

 

 

 

 


Strategies to increase innovation culture

Building further on the Innovation Diagnostic Tool, we created a model to represent strategies to increase innovation culture in METS and mining firms.

Eight CEOs, General Managers and senior technical advisors were asked questions about drivers and barriers to the development of an innovation-supportive organisational structure. From these interviews, nine key strategies were identified.  There was also concordance on the key process and resource strategies to support innovation.

 

 

 

 

Developing an organisational culture that promotes innovation

There are issues unique to the mining industry that independently impact on its ability to innovate, however innovation is essential for survival and is the primary lever to help mining and METS firms remain competitive. Being innovative is nut just about big changes, but also subtle ones, including shifting mindsets, improving communication, and redefining processes.

 

 

 

 

Researchers