Everybody talks about theshiny/bright potential ofinnovation and forget thatwe are leading with…
Most key executives have anaspiration that is mostlyan individual one.
We can innovatefor many reasons: To achieve our KPIs our career goal Marketing campaign Integration of Customers Alignment of Stakeholders Efficiency Improvements New value generation Business models …
Before westart we… …have to know what we want to do and why. Theprocess should not initiate by defining a platform ormethodology. It is important to discuss as openly as possible what the organization wants to achieve. Ithas to be aligned, internally. It is another story how it is sold to the customers, clients and partners.
If not… The whole innovation team will suffer. They will be lost and could create their own purpose. This owncreated identity conflict especially when they have toreturn to their day-by-day work cycle. Therefore don’t be surprised if they choose to leave your organizations some month later. It`s a natural behavior.
It is a myth… …that we have to mobilize the whole organization. Everybody has to innovate, create new ideas and share openly what they know. For some organizations it works but for the most it doesn’t.
Not everybody is creativeor innovative at work.Ask yourself: Is everybodystrategic? Operational?If not, why everybody hasto be top innovative?
We don’t have tomobilize all employees,but yes create a process thathelps to decide if theywould like to work in theinnovation teams.
Let`s talks about thepsychological cost ofinnovation!
In the end the employeehas to lead with… Unclear career and hierarchical position Super exposure (risk) Intangible KPI`s No promise of return Experimentation Out of the normal bonus schemes Political distress Merging of hobby and work interests …
We can createa process… …an innovation identification process , that helps to decide who will join up in the innovation teams? Is has not to be marketing, sales or traditional R&D that fits this role descriptions. It could be everyone! And yes it is a team, hardly the whole organization.
We have to collectall ideas, really? Have you ever thought how you will lead with let’ssay 10,000 ideas. Departmental managers are already working on their limits. How will they find time and resources to implement more X ideas and lead projects? What impact will it have if you give a negative feedback to 9,900 employees regarding their ideas?
Do not collect ideas,collect insights! Insights are neutral. And you can apply them or not. Let the innovation team use them, combine them in new ideas and create something new. Innovation needs convergence. Without it we live in chaos; motivated yes, but lost.
There exists nosingle… …innovation process already developed, that fits your context. Different parts from different methodology will more likely generate the right value. It depends on your organizational context which elements apply. It could be TRIZ + OPEN INNOVATION + INTERNAL COCREATION or something else. Experiment different processes in a risk limited environment. Reflect critically what fits best for your organization.
There exists nounique formula for innovation. Anderson Penha
Be happy if 10% ofthe final idea gets implemented.
Separate innovatorsfrom implementers… …because during their intensive connection with the ideas it is hard for them to let go, or even to reduce the idea to a MVP (minimal viable product). Handing over the process can help to reduce team frustration.Ideas are great but to turn it into reality often needs a stronger contextualization and reduction of complexity.