Cultural Transformation through Diffusion of Innovation

In 2019, I was appointed by the Minister of Higher Education to lead and transform a bottom-ranked public university. The original mandate of the university was to become a reputable entrepreneurship university, and I had three years to achieve this goal.
 
We set the target to be the best entrepreneurship university in Malaysia within three years (2023), ASEAN by 2025, and Asia by 2030. First, we needed to inculcate an entrepreneurship mindset among students across disciplines. Second, we aimed to increase the number of student entrepreneurs and graduate entrepreneurs. Third, we envisioned the university as a tech hub, aiming to shift from traditional to innovation-driven businesses backed by science and technology.
 
Setting the target is easy, but achieving it is not. Sustaining it is even more difficult. At the beginning, it seemed impossible to many, but we persevered. To transform the university, we had to change the mindset and the work culture. This was the hardest part.
 
The transformation journey was not just about introducing new programs or initiatives but also about reshaping the cultural landscape to embrace change, diversity, and innovation.
 
Turning the Impossible into Possible
 
First, we conducted the organisational healthcheck. Then, we improved the governance; the structure, process, and mechanisms that influence direction and control of the university. Once the governance was in place, we formulated the winning strategy.
 
We revamped the AI and Big Data Centre (AIBIG) to focus on industry research. Then, we established the Department of Data Science (now upgraded into a Faculty), and laid the foundation for the Techno Huffaz programme.
 
We initiated collaborations with top tech companies like Microsoft, Huawei, and Alibaba. We also established the Ignite Venture Innovation Lab (IVL) and many other initiatives. The IVL is a miniature version of the MIT Lab.
 
To everyone’s surprise, we managed to achieve the target earlier than expected. By the end of 2020, despite the COVID-19 pandemic, our graduate entrepreneurs jumped from 2.8% to 14.8%, the highest in Malaysia. The number of publications, citations, and patents filed by our team also increased by more than three folds.
 
In 2021, we won the Ministry of Higher Education Entrepreneurship University Award, gained an international accreditation by the Accreditation Council for Entrepreneurial and Engaged Universities (ACEEU),  and received certification for ISO 9001:2015. These are some of the results of our transformation. This article intends to share the journey.
 
Understanding the Diffusion of Innovation Theory
 
Cultural transformation in any organisation is a complex, multifaceted process that often requires a thoughtful approach to shift mindsets and behaviours. It wasn’t easy. My journey in leading such a transformation aligns closely with Simon Sinek’s insights on utilising the Diffusion of Innovation Theory, a framework that categorises individuals based on their readiness to adopt new ideas.
 
The Diffusion of Innovation Theory, popularised by Everett Rogers, categorises individuals into five groups: Innovators, Early Adopters, Early Majority, Late Majority, and Laggards. This model helps in understanding how new ideas and innovations spread within a community or organisation. Innovators are the trailblazers, willing to take risks and experiment with new ideas. Early Adopters follow closely, often influenced by the Innovators. The Early and Late Majority are more cautious and adopt new ideas only after seeing them successfully implemented by others. Finally, Laggards resist change and cling to traditional practices.
 
Identifying the Innovators and Early Adopters
 
The first step in our transformation was identifying the Innovators and Early Adopters within our university. These were individuals who were already experimenting with new teaching methods, exploring interdisciplinary research, or advocating for digital transformation. By supporting their initiatives and giving them a platform to share their successes, we created a ripple effect that inspired others.
 
For instance, the establishment of the IVL became a hub for innovation, attracting like-minded individuals eager to experiment with new ideas. We encouraged collaboration between the science and technology faculty and the business school, fostering a culture of innovation that permeated the entire university.
 
Engaging the Early and Late Majority
 
Once we had a core group of Innovators and Early Adopters, the next challenge was to engage the Early and Late Majority. These groups often require more evidence of success before committing to change. We showcased the achievements of our early initiatives, highlighting success stories of students and faculty who had embraced the new approach.
 
One of the most impactful changes was the introduction of a new degree programme in Computing and Data Science. By aligning this programme with industry needs and demonstrating its success through student outcomes, we gradually won over the more cautious members of the university community. We also set up research centres in areas like agriculture, tropical rain forests, and minerals, showcasing how innovation could lead to real-world impact.
 
Addressing the Laggards
 
The Laggards, who are typically resistant to change, presented the most significant challenge. We approached this group with empathy and understanding, recognising that their resistance often stemmed from a fear of the unknown. By providing them with resources, training, and support, we sought to ease their transition into the new cultural paradigm.
 
An interesting aspect of this journey was the integration of traditional values with modern innovation. For example, we introduced a tech foundation class for religious students, demonstrating that technology and tradition could coexist harmoniously. This approach helped bridge the gap between old and new, making the transformation more palatable for the Laggards.
 
Key Takeaways
 
Leading a cultural transformation is not a linear process but rather a dynamic journey that requires patience, perseverance, and strategic thinking. The Diffusion of Innovation Theory provided a valuable framework for understanding the different segments within our university and tailoring our approach accordingly.
 
Simon Sinek’s insights resonated with my experience, particularly the importance of starting with the Innovators and Early Adopters. Their enthusiasm and success created a foundation upon which we could build broader acceptance. By continuously communicating the benefits of the new cultural paradigm and addressing the concerns of the Late Majority and Laggards, we were able to foster a more innovative and inclusive environment.
 
Conclusion
 
Cultural transformation is an ongoing process that requires continuous effort and adaptation. By leveraging the principles of the Diffusion of Innovation Theory, we successfully navigated the complexities of change within our university. This journey not only transformed our organisational culture but also reinforced the importance of embracing diversity, innovation, and collaboration in achieving long-term success.