Jim McKelvey never set out to disrupt the financial industry. He wasn’t a banker, an economist, or even a tech entrepreneur at the time. He was a glassblower. One day, he lost a sale simply because he couldn’t accept a credit card payment. That frustration could have ended with a shrug, but instead, McKelvey did something that defines the world’s most innovative leaders—he questioned the status quo. He embraced curiosity. He wondered, “Why is it so difficult for small businesses to process card payments?” That single question launched a journey that led to the creation of Square, the financial technology company he co-founded with Jack Dorsey.
McKelvey quickly realized that the barriers preventing small businesses from accepting digital payments weren’t technical—they were systemic. Banks had built financial systems that worked for large corporations but often left small merchants out of the equation. Rather than accepting those limitations, McKelvey’s curiosity drove him to explore solutions. Square reshaped an entire industry, proving that curiosity is a financial advantage. His refusal to settle for “the way things have always been done” turned into a billion-dollar company, survived an aggressive attack from Amazon, and redefined how small businesses operate in a digital world.
But McKelvey’s story isn’t unique. The same pattern appears across industries—companies that embed curiosity into their culture significantly outperform those that don’t. A new study published in the Global Journal of Business and Management builds on existing research to confirm this. Fifty-one C-Suite executives were surveyed across various industries and found that more than 80% of organizations leveraging curiosity-driven initiatives save anywhere from $100,000 for smaller organizations to over $1 million for larger organizations annually. The financial impact is clear: businesses that prioritize curiosity solve problems faster, innovate more effectively, and build greater resilience against disruption.
Yet, despite these undeniable benefits, too many leaders still treat curiosity as an abstract cultural value—nice to have, but not essential. This is a costly mistake. The most successful companies don’t just allow curiosity; they operationalize it. They create structures that encourage exploration, reward critical thinking, and dismantle the invisible barriers that prevent employees from asking tough questions. When curiosity is embedded into daily operations, it transforms decision-making, strengthens adaptability, and reduces risk—not by avoiding change, but by embracing it before competitors do.
In today’s fast-moving market, developing a culture of curiosity is a survival strategy. Companies that fail to nurture it risk stagnation, higher turnover, and a slow descent into irrelevance. The financial case for curiosity is no longer a matter of speculation. It’s measurable, repeatable, and essential. The question isn’t whether leaders should invest in curiosity. The question is: can they afford not to?
The Hidden Connection Between Creating a Culture of Curiosity And Financial Benefits
Despite its clear benefits, curiosity remains undervalued in many organizations. Leaders frequently claim they encourage curiosity, yet research shows a stark divide between perception and reality. A study by SurveyMonkey and INSEAD found that while 83% of executives believed their organizations encouraged curiosity to a great or good extent, only 52% of employees agreed. Even more telling, 49% of executives thought curiosity was rewarded through salary growth, but only 16% of employees shared that view, with 81% stating it made no difference in their compensation. This disconnect has serious financial implications—when employees don’t feel curiosity is genuinely supported, they are less likely to challenge assumptions, propose new ideas, or engage deeply in problem-solving, leading to stagnation and inefficiency
The assumption that curiosity slows execution or creates inefficiencies is one of the most damaging misconceptions in business today. This new research found that organizations that prioritize curiosity actually experience increased productivity, as employees who feel encouraged to explore alternative approaches frequently discover more effective ways to streamline operations and eliminate waste. The long-term consequences of ignoring curiosity include a culture of complacency, where employees feel disengaged and hesitant to voice ideas that could lead to breakthrough innovations.
A prime example of the power of curiosity in action can be seen in fintech and e-commerce companies that continuously iterate on their products based on customer behavior. Firms like Square, co-founded by Jim McKelvey, thrived not because they followed traditional banking practices, but because they asked better questions about what customers truly needed. McKelvey has often spoken about how curiosity was the foundation of their business model, allowing Square to redefine payment solutions and disrupt the financial services industry.
Companies that neglect curiosity risk far more than just inefficiency—they risk obsolescence. In contrast, organizations that actively embed curiosity into their business strategy are the ones shaping the future, adapting ahead of market shifts, and continuously evolving.
It is critical to determine the immediate and measurable impacts of curiosity on workplace efficiency. Companies that encourage curiosity report lower inefficiencies because employees actively seek better ways to complete tasks, reducing wasted time and unnecessary expenditures. Rather than adhering to rigid processes that may no longer serve their purpose, curiosity-driven employees identify inefficiencies and propose more effective alternatives, leading to cost reductions and streamlined operations.
Employee retention is another critical area where curiosity delivers financial benefits. Organizations that foster curiosity create an environment where employees feel engaged, empowered, and motivated to develop their skills. This, in turn, reduces turnover, which is one of the most expensive hidden costs in business. According to Gallup’s research published in the article 42% of Employee Turnover is Preventable but Often Ignored, replacing leaders and managers can cost around 200% of their salaries, while replacing professionals in technical roles can cost 80%, and frontline employees about 40% of their salaries. Companies that fail to cultivate curiosity often experience stagnation, where employees feel uninspired and disconnected from their work, increasing the likelihood of attrition.
Curiosity also leads to smarter, more cost-effective innovation cycles. Many companies spend millions of dollars on research and development, only to find themselves stuck in prolonged and inefficient trial-and-error processes. A curiosity-driven workplace, however, fosters a culture where questioning is valued, allowing organizations to make more informed decisions and refine their strategies before costly missteps occur. By leveraging curiosity as a structured approach to problem-solving, companies can optimize their investment in innovation and drive sustainable growth.
How Companies Have Successfully Integrated Curiosity Into Their Culture
Many of the most successful companies in the world today have recognized that curiosity is an asset, not a liability. Firms like SurveyMonkey (now Momentive) have built their entire business model around curiosity—providing data-driven insights by encouraging users to ask better questions. The company’s former CEO, Zander Lurie, shared with me how curiosity wasn’t just a value at SurveyMonkey; it was the foundation of everything they did. “Powering the curious” wasn’t just a slogan—it was embedded into the company’s DNA, shaping product development, internal collaboration, and customer engagement. Lurie explained how they fostered a workplace where curiosity wasn’t just encouraged but operationalized, creating an environment where employees were expected to challenge assumptions, ask better questions, and seek constant improvement. Rather than relying on outdated processes, SurveyMonkey actively solicited feedback from employees, customers, and stakeholders, using those insights to refine strategies and drive innovation. One striking example came when employees raised concerns about the benefits offered to contractors, prompting leadership to overhaul policies to ensure equal treatment—a change inspired entirely by curiosity-driven inquiry. By embracing curiosity at every level, SurveyMonkey demonstrated how an inquisitive culture isn’t just good for engagement—it’s a financial and ethical advantage that drives smarter decision-making and lasting success.
The link between curiosity and financial performance can be seen in many other companies that have made it a central pillar of their culture like Novartis. In their 2020 annual review Novartis showed an increase in employee learning hours from 35.8 in 2019 to 45.7 in 2020 under its ‘100 Hours of Learning’ initiative. Increased participation in curiosity-driven programs correlated with higher engagement, which research links to improved productivity and profitability.
Another standout example is Atlassian, a company that has institutionalized curiosity-driven innovation through its ShipIt Days, where employees are given 24 hours to work on passion projects outside their usual scope of work. This initiative has directly contributed to product breakthroughs, including features that became integral to Atlassian’s core offerings. According to the company’s 2024 Annual Report, ShipIt has been instrumental in fostering cross-functional collaboration, improving efficiency, and driving customer satisfaction. Employees who participate in ShipIt report higher engagement levels, and Atlassian attributes part of its market leadership and sustained revenue growth to this culture of continuous innovation. In 2024, Atlassian reported total revenue of $4.4 billion, up 23% from the previous year. By recognizing that some of the best ideas emerge from unstructured exploration, Atlassian has built a workplace where curiosity fuels both creativity and financial success.
The State of Curiosity Report highlights how highly curious employees drive greater innovation, adaptability, and financial performance. The report highlights that curiosity fuels business development and provides a competitive edge, as noted by Merck KGaA’s CEO, Dr. Stefan Oschmann. The research also establishes that companies fostering curiosity attract employees who are more engaged, creative, and resilient, which translates into stronger business outcomes. Additionally, findings indicate that curious employees contribute more actively to decision-making and problem-solving, reinforcing the notion that curiosity is a measurable driver of workplace success. This body of research underscores that organizations that strategically embed curiosity into their culture don’t just enhance employee satisfaction—they also experience direct financial gains by improving efficiency, reducing turnover, and fostering innovation.
The Organizational Barriers That Suppress Curiosity In The Workplace
Despite its clear benefits, curiosity is often stifled within organizations due to entrenched corporate structures, leadership biases, and external pressures. Many companies unknowingly create environments that discourage intellectual exploration, leading employees to disengage from problem-solving and creative thinking. This suppression isn’t just a cultural issue—it has direct financial consequences. When curiosity is constrained, organizations lose out on potential innovations, struggle with retention, and remain vulnerable to market disruptions.
One of the most powerful inhibitors of curiosity is fear—the fear of asking the wrong question, fear of being perceived as incompetent, and fear of challenging authority. A study published by Harvard’s Amy Edmondson, found that psychological safety—the belief that one can speak up without fear of punishment—is a key driver of innovation. Yet, many workplaces inadvertently discourage questioning by prioritizing efficiency over exploration. In hierarchical organizations, employees often feel pressured to conform rather than challenge established processes, leading to a culture of silent compliance rather than active engagement. When employees hesitate to raise new ideas, the organization misses opportunities for growth and competitive advantage.
Another significant barrier is the failure to measure curiosity. Leaders often assume that curiosity occurs naturally, but without formal mechanisms to track and encourage it, curiosity often remains an untapped resource. Companies that fail to assess curiosity in hiring, leadership evaluations, or innovation metrics may unknowingly suppress it. A survey by PwC revealed that while 79% of CEOs believe innovation is a top priority, only 28% feel their organizations actively encourage employees to explore new ideas. The discrepancy between aspiration and execution highlights the structural challenges many companies face when trying to integrate curiosity into their business strategy.
Additionally, short-term performance pressures often stifle deep exploration. In many organizations, the need to meet quarterly earnings targets and operational benchmarks leads to a work culture that prioritizes immediate results over long-term innovation. Leaders who emphasize efficiency at the expense of curiosity create environments where employees avoid experimentation because it is perceived as too risky or time-consuming. This mindset is particularly detrimental in industries undergoing rapid transformation, where long-term adaptability is crucial for survival. Research from McKinsey & Company found that organizations that prioritize long-term thinking over short-term gains outperform their peers in revenue growth by 47%.
Even well-intentioned leaders can suppress curiosity by failing to provide the time and space for intellectual exploration. Studies show that employees who are given autonomy to pursue new ideas are more engaged and productive. Yet, in many companies, rigid schedules, overwhelming workloads, and constant deadlines leave little room for employees to explore creative solutions. Companies like Google, which famously implemented its 20% time policy allowing employees to spend a portion of their workweek on exploratory projects, demonstrate how structured curiosity can yield groundbreaking innovations. Products like Gmail and Google Maps emerged from this initiative, proving that curiosity, when given the right conditions, leads to tangible financial success.
Finally, technology can either enable or suppress curiosity, depending on how it is utilized. While digital tools have given employees access to an unprecedented amount of information, they can also create environments where employees rely too heavily on automation rather than deep thinking. A study by the MIT Sloan Management Review found that leaders play a crucial role in fostering a learning culture that enhances employees’ problem-solving abilities. Companies overly reliant on automated decision-making often experience a decline in critical thinking and problem-solving among employees. Instead of questioning data, employees accept algorithmic recommendations without fully exploring alternative solutions. Companies that fail to strike a balance between technology and human-driven inquiry risk becoming overly reliant on artificial intelligence and automation, inadvertently suppressing the curiosity that drives meaningful innovation.
The most successful companies recognize that curiosity must be deliberately nurtured, not left to chance. Overcoming these barriers requires intentional leadership, structured curiosity-building initiatives, and a willingness to prioritize exploration over short-term efficiency. Without these efforts, organizations risk becoming stagnant, losing talent, and falling behind in an increasingly competitive marketplace.
How Leaders Can Build a Curiosity-Driven Organization
Curiosity does not thrive by accident—it must be deliberately embedded into the DNA of an organization through leadership behaviors, structured programs, and measurable incentives. Leaders who treat curiosity as a strategic priority, rather than an abstract ideal, unlock its full business potential. The first step is for leadership to model curiosity in their own actions. This means moving beyond the traditional top-down approach and demonstrating intellectual humility—openly admitting when they don’t have all the answers, encouraging employees to ask challenging questions, and rewarding those who take initiative to explore new ideas.
Beyond setting an example, leaders must institutionalize curiosity through formalized programs and initiatives. Companies that successfully foster curiosity invest in structured opportunities for exploration, such as innovation labs, think tanks, and cross-functional task forces where employees are encouraged to step outside their silos. Google isn’t the only company who has experimented with allowing employees time to experiment. Intuit holds “Design for Delight” workshops, where employees experiment with customer-driven innovations, leading to new product breakthroughs. These programs don’t just encourage creativity; they yield tangible financial results by tapping into employees’ hidden potential.
Equally important is measuring and rewarding curiosity in meaningful ways. Too many organizations assume that curiosity is happening naturally, when in reality, bureaucratic roadblocks and performance pressures often stifle it. Leaders who embed curiosity into performance reviews, leadership assessments, and talent development frameworks create accountability and ensure that curiosity becomes a core competency rather than an afterthought. Companies like SAP have taken this approach by integrating curiosity assessments into their leadership training, demonstrating a clear link between curiosity-driven leadership and business success.
The most forward-thinking organizations recognize that curiosity must be embedded into corporate strategy, not just employee engagement initiatives. This means rethinking hiring practices to prioritize candidates who demonstrate curiosity, creating mentorship programs that pair employees with leaders outside their immediate disciplines, and designing incentive structures that reward those who take calculated risks and explore new ideas. When curiosity is treated as a measurable, high-impact business driver, organizations see greater adaptability, more resilient teams, and stronger financial performance.
The Future Of Curiosity In The Workplace
Curiosity is no longer a luxury or a “nice-to-have” trait—it is a competitive necessity. In an era defined by rapid change, market disruptions, and technological leaps, businesses that fail to cultivate curiosity will struggle to keep pace. The companies that thrive will be the ones that embed curiosity into their leadership philosophy, decision-making processes, and long-term strategies. It is no longer enough to praise curiosity in mission statements or acknowledge it in passing. Organizations must actively foster environments where questioning is encouraged, exploration is rewarded, and learning is continuous.
The financial case for curiosity is now undeniable. Organizations that prioritize it see stronger innovation pipelines, reduced operational inefficiencies, and greater employee engagement—key factors that translate directly to financial success. The challenge for leaders is not whether to embrace curiosity, but whether they will take meaningful action to integrate it into their corporate culture. Those who do will not just survive shifting market conditions—they will set the pace for the future. In a world where adaptability defines success, the organizations that champion curiosity will be the ones that lead. What specific steps are you taking to build curiosity into your leadership strategy today?