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BDC is a bureaucratic organization with at least five levels of hierarchy. For this reason the company's
response times are likely to be slow. In turn it could be difficult to maintain high levels of customer service
and react quickly to market signals. This hierarchical aspect of the bureaucratic structure has also lead to
poor communication as messages have to go through a number of people. This slows down the decision-
making process and the messages can also become distorted.
On the other hand a bureaucratic organization is rationally designed for optimum functional performance
and has the ability to handle complex integrated processes.
let's define the "innovation team". Generally speaking, innovation teams form, work and then
return to previous duties. So it is rare that an innovation team works as a cohesive unit for a
long period of time. Second, it is often the case that an innovation team is made up of people
with different skills and capabilities who belong to different business units or functions, so in

2. many cases the team is distributed geographically as well. If the teams are not cohabitating and
are not permanent, then the "space" necessary for them to work in is psychic and online.
By "psychic" space I mean they need the approval and permission to work in ways that make
sense for them, and to have the blessing of the management team to do what's necessary to
increase innovation capabilities. I know of several firms where there are interesting rooms with
bean bags and other wacky furniture but no one wants to risk creating an interesting idea
because they know it will be shot down. Creating an atmosphere where anything can be
considered, evaluated and recommended is important.
By online I mean that unless the team is physically cohabitating, most of the work is done
virtually. The team needs excellent communication, collaboration and information sharing
capabilities, and a well defined process that they each understand and commit to. Otherwise it
will be difficult for the team to work effectively and the nature of the team will break down.
Tools like collaborative software applications, simple communication vehicles and consistent
virtual meetings will be very important.
Now, if the team is cohabitating, then what we'd like to see is a physical layout similar to a hub
and spoke, with more emphasis on the hub. A large, central meeting area,very conducive to
drop in meetings and discussions, centered on a number of smaller cubes of offices which
encourages a lot of interaction. Good innovation has a lot of ebb and flow as part of its work -
people will come together to generate and debate ideas or concepts, and then need to return to
their desks to flesh out the idea and conduct further investigation and research. Then, they may
gather again to discuss and elaborate the idea. This demands a space that is conducive to quick,
impromptu meetings, "bull sessions", brainstorming and other group activities, and a place for
quiet contemplation, research and evaluation of ideas in small groups or by a single user.
Sometimes people are concerned that the "tall walls" of their cubicle or office will get in the way.
People who are completely bought into a process and have the assurance of their management
team will not let anything get in the way of a great idea.
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3. What High Growth Companies Share in
Common
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inShar e
Over the past six years The World Database of Innovation initiative has uncovered
the world’s first statistics behind the practices that allow large organizations to grow
and to innovate. In collaboration with innovation leaders and other experts Uri Neren
and his team found 27 management structures, processes, and cultural practices
are shared by the world’s fastest growing companies that make what could be called
an “Innovation Management Equation.”
4 COMMENTS
IN: LIFE CYCLE PROCESSES
We have bad news: there is no formula for Innovation Management. No silver bullets, templates,
one-size-fits all, or easy answers. But, a new research project is slowly unraveling the next best
thing to an “Innovation Management Equation.”
This map of Innovation Management may look familiar, but look a bit deeper and you will see that it
is actually an overview world’s first empirical evidence behind the many approaches to innovation
management.

4. In 2007, I was commissioned by The Mayo Clinic and Dr. David Rosenman to study and understand
this thing called “Innovation Management.” Dr. Rosenman was creating a curriculum for innovation
and asked us to build a very interesting database of the world’s innovation consultancies and their
best practices. Our statistics and almost every expert we spoke to agreed that the practice of
managing innovation is still very undefined and highly unregimented – just as the Lean and Sigma
practices were in the 90’s. We saw so much chaos that after several months we separately launched
the world’s first effort to gather statistics behind the methods large organizations have used to
create future top line growth (or Innovation for those who prefer) and later named it The World
Database of Innovation initiative.
The “database” catalogues the practices, structures, processes, and other approaches that the
highest growth, or “most innovative” organizations on earth share in common. We worked with 380+
of the world’s innovation related consultancies, large-cap corporate innovation leaders,and
diversified our sources by talking with economists, anthropologists, systems concepts experts, and
others who deal with transformative societal changes. We also used the best practice of researching
other’s research. This database now lives inside Innovators International, a coalition of “Chief
Innovation Officers” from 42 companies around the world including 3M, Patagonia, The Mayo Clinic,
SAP, and Pepsi where our staff and the members are continually developing this potentially life-long
project.
Each has a text book worth of information behind it which we will be putting
out to the world in time.
Below are brief overviews of the 19 out of 27 common structures, processes, philosophies, and other
factors we found in the world’s fastest growing organizations. Each has a text book worth of
information behind it which we will be putting out to the world in time. As you read, know that some
of the commonalities have hard statistics, some are trends we have just begun to uncover, and
others are at the early stage of having just a handful of anecdotes. When combined, we think these
practices are the beginning of an Innovation Management Equation.
While the study focused on small to large cap corporations, part of our mission is to uncover the
Innovation Management equations that will allow society to both deal with the acceleration of large
problems we see arising and to proactively shape our future.
An Environment in which innovation can flourish
This category may sound soft at first but we found the strongest correlations between innovation
success and the following practices, philosophies, structures, and other factors we put under
“Environment”.

5. 1. The Innovation Function is Independent
A large organization’s innovation team must be close enough to the main team to capitalize on its
vast resources but not so close that they are affected by the culture and structures of your
organization. Generally, this is because all organizations are designed specifically to manage and
protect past products and services leaving no space whatsoever to do new things. See Tushman
and O’Reilly’s Harvard article, The Ambidextrous Organization, which we found early in our study
and later found to be one of the strongest studies on Innovation structure.
2. CEO Owned
The most successful organizations did not put innovation under R&D, Strategy, Business
Development, or any other org function. They put it under the CEO directly. To be clear, this is not
having a CEO who is engaged but rather a team that reports to the CEO who treats it as an
independent department or business that is in charge of future top line growth.
3. Treat it as a Risk Management Exercise
It is a myth that innovative companies are better at tolerating risk and that innovation is a high risk
activity. Because this is an agreed upon myth though, we saw that the vast majority of companies
put millions into innovation without a cohesive investment strategy. This left them without any
strategic spread of their investments and occasionally with the highest possible exposure.
Large organizations have a big problems with innovation because they are rewarded internally and
externally for doing just the opposite. We have seen that those that control their markets and invent
new ones frame Innovation Management as a risk management exercise. There are a few large
companies who have a cohesive strategy but for real learning we had to look at practices from the
world’s business incubators and funds like Mondragon in Spain or some of the Swedish and Israeli
accelerators.
4. Connectivity Between Employees
From 3M to Google to The Mayo Clinic, those with the strongest market performance shared a
highly connected employee population. This makes sense in light of another finding of ours: every
innovation is simply a combination of two or more old things under a new model. So, when
employees are enabled through a culture, rewards structures, and actual connective systems like
internal online communities they will far more often combine ideas. See David Gray’s book The
Connected Company.
5. Dedicated budget
Innovation leaders stated consistently that a prominent problem was having their budget constantly
stripped away. This seems logical but when we looked deeper, we found that the effect was either a
complete disbanding of innovation like Best Buy experienced, or a self-preservation reaction
meaning the innovation team worked on nothing but short term wins/incremental improvements.

6. 6. Definition
A fascinating correlation here: some high growth leaders shared similar definitions for innovation.
For instance, they believed innovation focuses on changing human behavior on a wide scale, has a
more noble societally-focused bent and is clearly distinct from Invention. We also found that the
definition was well understood by the entire organization as was the case at Medtronic where a
maintenance worker purportedly answered to the question “What do you do?” with “I save lives.”
7. Big Question Asking
We have just begun to uncover this trend. It is about having a process to repeatedly ask the
question “What business are we in?” and to then closely redefine what you offer the world from the
perspective of a solution to a real world problem.
8. Systemic Authenticity
Some people have called this Mission-Driven but we found that a broader phenomenon was the
actual driver. Having a company mission that focuses on a higher purpose seems important, but the
level to which this penetrates the organization, the level to which a company knows itself and its
Core Competencies, and the genuine-ness of the mission via actions all seem very important to how
good the organization is at moving into adjacencies.
9. Alignment with M&A
This speaks for itself – in the buy vs. build conversation make sure the organization acts as one. We
suspect that the largest of companies should focus their innovation efforts al a GE on acquisitions
and scaling but don’t have data to support this yet.
10. On and Off Ramps
One of the biggest barriers to innovation at large organizations is politics and protectionism.
Developing pre-agreed to paths, metrics, and decision processes gives innovators a highway to
drive on. Not surprisingly, the worst performance came from organizations with a small team of
executives making innovation investment decisions. We did however find that companies with a
senior executive investment decision council did well when there was a robust mechanism to inform
the executive team. An internal venture fund or established funding mechanism again with
untouchable money works best here.
11. Talent
We predict that this will be the most interesting and highest ROI activity when our research on this
category is complete. We have already seen many studies such as IBM’s CIO Survey in 2011 that
showed a very strong correlation with Talent Recruitment and Development and Innovation. An
emerging trend across several studies and our own direct observation seems to be that the most
important thing in regards to your people is to simply get out of the way. Studies all point to people
being inherently innovative. The most effective move here is to simply remove barriers in
recognition, credit sharing, and measurement.

7. The Opportunity Discovery phase
12. Start All Innovation Here
Companies that put out high volumes of new products, services, and market offerings almost always
start at this market opportunity discovery phase as opposed to the solutions or product ideas phase.
13. Pipeline of Opportunities
Just like we talk about managing a product/idea pipeline, we saw that putting some process to
prioritizing all market opportunities and then deciding where to invest first led to more success.
There were several companies that made an interesting move as well: they placed their product
pipeline underneath this opportunity pipeline.
14. Problem Articulation Framework
A standard set of questions and answers that help the company fully understand the opportunity
seem to be very important early and later in the funding process. This keeps the company more
objective and follows Einstein’s philosophy and Kettering’s quote “A problem well-stated is a problem
half solved.”
…we found that looking backwards at market data… is sometimes the exact
thing that limits breakthroughs.
15. Focus on Future Exploration
P&G’s innovation group threwaway traditional market research 20 years ago following the
philosophy that you can’t look at the past to create the future. In fact, we found that looking
backwards at market data and especially the questionnaire/focus group approach violates the
Scientific Method and is sometimes the exact thing that limits breakthroughs. The highest
performers looked at the present via an ethnographic” practice that used the blind observation of
people’s habits. They also did future scouting per Joel Barker’s futurist practices, mapping potential
future scenarios and planning for them.
The Ideation and Development phases
16. Solution Articulation Framework
Just as it is important to explain the market opportunity well, we see many companies who attach a
solution framework that forces everyone to state their new product/service idea in the same manner
– without this you cannot really compare potential investments.
17. Invention Methodology Toolkit
There are 162 total Invention Methodologies we found around the world. These are structured
thinking processes that have the goal of creating market success more often. They range from
brainstorming (at the less structured end of the spectrum) to the media-darling Design Thinking to
the highly structured TRIZ and its derivations like Systematic Inventive Thinking. An internal team
that can bring two or three of these processes to each division’s product development teams like

8. General Mills’ iSquad is a popular approach as it simply accelerates the work already going on in
each division.
The “Introduction to Your Organization” and “To Market”
phases
18. Kill Function, Pipeline, and Decision Making Process
This is part of the On/Off Ramp but is worth singling out as many leaders name the politics of killing
something old as a prominent and always present barrier. Many old studies show clearly that most
new things fail at the To Market phase, but we found that a significant portion of these failures
actually happen earlier when they are first introduced to the business unit. The majority of the
Innovators International membership say that a set of agreed to metrics, and a decision process by
which products/services will be funded or killed would make a world of difference.
19. Strong Implementation
We have less to say about this part of the innovation process – large organizations tend to already
be strong at the To Market stage. Still, it is where the majority of inventions die and do not become
an innovation. Sometimes this is due to a lack of connection to the inventor, but just as often
because a new product is implemented without alignment with Sales. Sometimes it is the concept
itself that fails, but more often it is the specific implementation that is the failure.
We did not have space for the remaining eight commonalities Split Pipeline, Link to Inventor,
Qualities of Successful Products, Myths about Innovation, Iteration, Collaboration, Lead with Metrics,
and Constraints but we will be writing about these in the future.
They make up a complex matrix and each must be adapted to your
organization’s culture, structure, speed of industry, time in history, and other
completely unique situation.
To reiterate – the aforementioned commonalities are not to be confused with rules. They make up a
complex matrix and each must be adapted to your organization’s culture, structure, speed of
industry, time in history, and other completely unique situation.
For those in the corporate world these practices have the potential to bring reliability to your
innovation results. For those in government, it has very powerful use to create global
competitiveness. And, for all of us, the “equation is most interesting in how it can be used to shape
our common future.
http://www.microsoft.com/en-us/news/press/2013/jul13/07-11onemicrosoft.aspx