Steve Goldsby
In our previous articles, we explored the fundamentals of ISO 56001 and its key components and structure. If you’ve followed along, you now understand that ISO 56001 isn’t just about encouraging innovation—it’s about managing it strategically, measuring its impact, and making it repeatable. But here’s the question many leaders are
Last week, we introduced ISO 56001, the first certifiable standard for innovation management, and discussed why it’s crucial for U.S. industry, the federal government, and national competitiveness. If you missed Part 1, I encourage you to read it first to understand the basics of ISO 56001 and how it differs
The United States has long been a global leader in innovation, from pioneering space exploration to revolutionizing digital technology. Yet, as global competition intensifies and disruptive technologies emerge faster than ever, it’s clear that having innovative ideas isn’t enough—we must manage innovation systematically and strategically. That’s where ISO 56001 comes
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According to Logan, organizations are made up of tribes – natural groups of 20-150 people within which work gets done and societies get built. He describes five tribal stages:
1. Stage 1 – “Life sucks” – Undermining and unproductive. (~2% of tribes)
2. Stage 2 – “My life sucks” – Apathetic victims (~25% of tribes)
3. Stage 3 – “I’m great (and you’re not)” – Lone warriors, individual achievement (~48% of tribes)
4. Stage 4 – “We’re great” – Tribal pride, group identity, shared values (~22% of tribes)
5. Stage 5 – “Life is great” – World-changing innovation, values alignment (~2% of tribes)
*** We were stuck at Stage 3 for several years and struggled to overcome it. ***
Today, I’m proud to say that we have achieved the coveted status of a Stage 5 tribe. Over the past 5 years, we’ve worked tirelessly to reinforce our culture and core values throughout our business, down to every team member.
At ICS, our core values are the foundation of our Stage 5 culture:
1. Uncompromising Integrity – We don’t lie, cheat, or steal, or tolerate those that do.
2. Excellence – We under-promise, over-deliver, on time, and under budget. We are continuous learners.
3. Grit –We never quit, never accept defeat.
4. GSD (Getting Stuff Done) – We work smart AND hard. We set S.M.A.R.T. goals.
5. Selfless Service – We are dependable and reliable. We never let a teammate fail.
These values are more than just words on a wall. We use them as a filter for every “people” decision we make – hiring, promotions, discipline, and even retirement. This ensures that every member of our tribe is fully aligned and committed to our shared purpose.
The results speak for themselves. By cultivating a Stage 5 tribe, we’ve been able to attract and retain top talent, foster innovation, and consistently deliver exceptional results for our government customers.
So, my question to you, fellow GovCon leaders, is this: How are you building your tribe?
Are you intentionally shaping your culture and values, and reinforcing them at every level of your organization? Are you empowering your teams to connect to a purpose greater than self-interest? Are you nurturing relationships and collaboration across tribal boundaries?
I’d love to hear your thoughts and experiences. Leave a comment below or reach out directly – let’s start a conversation about building exceptional tribes in GovCon.