Subcultures are often thought of in a corporate environment as evidence of fragmentation of the organization or a failing of management to impart a compelling collective vision. Some have argued that strong organizational cultures, where members agree and care about an organizations values, almost preclude the formation of subcultures. There is significant evidence however, that even within the most successful organizational cultures there can exist, and sometimes must exist, strong subcultures in order to provide the mechanism for adaptation and change. In the same way that the innovative company creates change in the world, the innovative sub-culture creates change within a company.
The evidence for subcultures within your organization will be all around you. A few years ago I had an opportunity to meet with a large advertising agency and spent a few hours observing the differences between the very diverse people that can populate that industry. What struck me most were the well defined dress styles that each group adhered to in order to define themselves as being part of their own subculture. The creative tribe had their style (well pierced street fashion) and the business development tribe had their style (no tattoos, no jewellery, nice suits)and it was immediately obvious who was who. Returning to my office later in the day I could see the same tribal dress (with much reduced flamboyance) in the staff I spent most of my time with.
In some instances companies rationalize subcultures as the price of doing business, “you can’t expect artists to wear suits” or “you have to supply programmers with mini refrigerators” are themes that we might be familiar with but which infer that subcultures are necessary but not ideal. Looking at some of the more diverse organizations however we often see examples of subcultures being nurtured, not just reluctantly accepted, maybe the most successful example would be Lockheed’s Skunk Works group. Can other large corporations learn from this?
Subcultures and Corporate Innovation
In most corporate environments innovation is not a priority for all employees. No matter how sensationally the “We are Innovative” PR machine spins, when pressed we all have to admit that an extremely large proportion of our collective time is spent maintaining the status quo. We all work in extremely competitive environments and to ignore the effort that is required just to avoid going backwards is an injustice on those who have this as their primary responsibility.
One concept we love at Osmotic Innovation is that corporate innovation is best done by those who choose it, rather than those conscripted. How this concept can manifest within the organization is the formation of ad-hoc innovation teams, matrix managed programs, skunkworks (in the adopted sense) and the many people from operations outside of formal innovation roles collectively bringing their ideas to life.
How then can the Osmotic Innovator use subcultures to support and nurture innovation within an organization? Rather than taking the direct (and somewhat ambitious) approach of trying to generate sub cultures themselves perhaps it is simply a matter of loosening up. Subcultures will form where a group of people have a shared opinion that differs from the collective paradigm. Where they flourish is in environments where they are allowed to express their differences, that is, where an organization lets them and encourages them to be different. Innovation as we mentioned earlier is by and large a fringe activity within most large organizations and so is an ideal activity to be the rallying point for sub culture formation. By loosening up some of the organizational cultural norms the Osmotic Innovator empowers the subculture to define itself and thus achieve in the light of day rather than in secret. Your innovators will identify themselves if you allow them to; just give them their own space, their own time or simply the freedom to dress themselves in the morning.
 Alicia Boisnier, Jennifer A. Chatman The Role of Subcultures in Agile Organizations. Accessed Sep 2012. http://www.hbs.edu/research/facpubs/workingpapers/papers2/0102/02-091.pdf