Blog post
June 25, 2019

Culture of Innovation

How do you drive a culture of innovation?

Just over a decade ago, as gaming penetrated the world of children’s entertainment, Lego was near bankruptcy. No matter how nostalgic for parents, multi-colour building blocks simply couldn’t compete in a world of Nintendo, Pokemon and Tamagotchi. Lego was hemorrhaging money and seemed out of touch in this modern new world. Fast-forward to 2017 and playtime is over for many of the world’s biggest toy brands. Toys R Us in the US could file for bankruptcy in as soon as the next few weeks. Yet, profits at Lego are soaring. The secret? Then CEO (now Chairman) Jørgen Vig Knudstorp’s decision to innovate and transform the company into the ‘Apple of toys’. Today, kids can be found assembling Star Wars figurines, Sydney Opera House models and ‘playing dolls’ with the pretty pastel coloured Lego Friends range.

What can we learn from Lego about innovation?

Build a cross-functional team

Underpinning Lego’s turnaround is a cross-functional team known as the Executive Innovation Governance Group. This group take a birds-eye view on innovation: looking at everything from products, pricing plans, processes, channel partners and communities. It’s here where brilliant ideas formulate; ideas like the decision to create a Lego movie franchise starring Hollywood’s biggest names – Morgan Freeman, Liam Neeson and Will Ferrell are born.

It works for us too at Isentia. We were recently named amongst the Australian Financial Review’s 50 Most Innovative Companies in Australia. Our cross-disciplinary advisory board includes representatives from across sales, client serves, marketing and of course IT. This group has been central to solving some of our biggest digital problems. For example, how we harvest and analyse 7 million unknown media items and millions of other data points every single day? Together we developed Huxley, a cloud based platform that takes multiple input services, applies media item topology and enrichment services, and produces fit for purpose data for client facing products and services

Great talent

There is no greater key to a company’s success than it’s talent. What would Apple be without Steve Jobs or Tencent without Ma Huateng? Needless to say, Knudstorp has been key to Lego’s transformation. As a technologist, I am a firm believer that building a strong internal tech team to drive innovation is just as important as an innovative leader. Don’t outsource the talent that brings transformation – insource it to continually find ways of being smarter, faster, and more innovative.

Encourage new ideas

Polaroid creator Edwin Land famously said, “It’s not that we need new ideas, we need to stop having old ideas.” Here at Isentia we have a designated lab area for the tech team to sandpit ideas. We also take 10% time, allocating a half day each week for the team to ideate, playing with new AI algorithms, product upgrades and concepts. Lego’s outside-in approach resonates with us, and as such regularly hold technology hacks with industry leaders. We value the feedback from our client advisory board as much as we value the thoughts of our employers. The end user is what drives all of our innovations – in pricing, promotion and process. It was with clients in mind that our team delivered a world’s first view of the connectivity, context and chronology in a story. With the release of Stories, the story, not the media type, has become the focus of Isentia’s media intelligence. For clients, this has reduced time and effort to understand the core, depth and velocity of a story allowing media intelligence to feed directly into strategic decision-making.

The way forward

As digital disruption penetrates every sector of business, there has never been a more important time for business to innovate. Innovation speeds up processes, cut costs, and importantly, drives profits. It provides ways to penetrate new markets faster and deeper, taking companies into previously unthinkable directions. Quite simply, everyone should be constantly evolving, curiously questioning and innovating.

If you don’t know where to start, try by talking to your tech team.As seen in ‘How Lego rebuilt itself as ‘the Apple of toys’ by Andrea Walsh, CIO

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Every stakeholder relationship is different, and managing them effectively takes more than a one-size-fits-all approach.

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Blog
The fundamentals of stakeholder strategy

A practical guide to tailored stakeholder management, offering strategies and tools to identify, map, and nurture relationships.

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Across the communications landscape, teams are being asked to do more with less, while staying aligned, responsive and compliant in the face of complex and often shifting stakeholder demands. In that environment, how we track, report and manage our relationships really matters.

In too many organisations, relationship management is still built around tools designed for customer sales. CRM systems, built for structured pipelines and linear user journeys, have long been the default for managing contact databases. They work well for sales and customer service functions. But for communications professionals managing journalists, political offices, internal leaders and external advocates, these tools often fall short.

Stakeholder relationships don’t follow a straight line. They change depending on context, shaped by policy shifts, public sentiment, media narratives or crisis response. A stakeholder may be supportive one week and critical the next. They often hold more than one role, and their influence doesn’t fit neatly into a funnel or metric.

Managing these relationships requires more than contact management. It requires context. The ability to see not just who you spoke to, but why, and what happened next. Communications teams need shared visibility across issues and departments. As reporting expectations grow, that information must be searchable, secure and aligned with wider organisational goals.

What’s often missing is infrastructure. Without the right systems, strategic relationship management becomes fragmented or reactive. Sometimes it becomes invisible altogether.

This is where Stakeholder Relationship Management (SRM) enters the conversation. Not as a new acronym, but as a different way of thinking about influence.

At Isentia, we’ve seen how a purpose-built SRM platform can help communications teams navigate complexity more confidently. Ours offers a secure, centralised space to log and track every interaction, whether it’s a media enquiry, a ministerial meeting, or a community update, and link it to your team’s broader communications activity.

The aim isn’t to automate relationships. It’s to make them easier to manage, measure and maintain. It’s about creating internal coordination before the external message goes out.

Because in today’s communications environment, stakeholder engagement is not just a support function. It is a strategic capability.

Interested in how other teams are managing their stakeholder relationships? Get in touch at nbt@isentia.com or submit an enquiry.

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SRM vs CRM: which is right for PR & Comms teams?

Across the communications landscape, teams are being asked to do more with less, while staying aligned, responsive and compliant in the face of complex and often shifting stakeholder demands. In that environment, how we track, report and manage our relationships really matters. In too many organisations, relationship management is still built around tools designed for […]

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