There is no shortage of articles and vendors offering innovation advice and products. Most take a very narrow view, focusing on their specialty - stage gate processes, idea management systems or creativity techniques - while ignoring the fact that innovation happens in a rich context that must be aligned with its goals. Specifically, one must adopt a systems perspective when it comes to innovation, recognizing that a set of interdependent dimensions comprises one's innovation capability. The eight dimensions critical to innovation include:
History and Results
Strategy and Leadership
Culture, Communication and Incentives
Infrastructure, Skills, and Resources
New Product/Service Commercialization
Program Evaluation and Improvement
Some of these dimensions will seem obvious - Strategy and Leadership, for example - and others not so apparent. You are invited to assess your organization's innovation capability against these eight dimensions and receive an interactive innovation report comparing your responses to others.
It's no coincidence that the eight dimensions start with results, the outcome of your innovation efforts. Similar to the old catchphrase, "The past is the best predictor of future performance", your ability to innovate is enhanced by having an innovation history - both ancient and recent - and by leveraging those successes going forward.
The most critical determinant of innovation success is leadership. And because innovation nearly always challenges the status quo, the need for active leadership is constant. On a formal basis, leaders must develop a strategy for innovation, complete with definition, scope, goals, objectives and metrics.
Few organizations have the luxury of a culture that encourages risk-taking and views failures as learning opportunities; rather, those who innovate often work "against the grain." But, culture can be shaped through interventions such as communication and incentives aimed at emphasizing and rewarding the desired behaviors.
Even organizations that make innovation "everyone's business" must invest in a team to focus the effort, manage the innovation pipeline and select projects to invest in. Often these teams will serve as an innovation incubator, which requires a range of skills, as well as the resources to conduct research, execute projects and conduct market experiments.
Much has been made of the idea development process, which attracts attention due to its glitz and glamour. But beyond the brainstorming are a host of other ideation approaches to adopt: trend watching, market needs research, TRIZ, crowd-sourcing, etc.
If you've ever witnessed a new product or service that you "thought of ten years ago", you know that idea conception is not the end of the innovation journey. Some firms excel at generating good ideas, but fall down in the hand-off to commercialization functions such as supply chain management, product management, marketing, operations and customer service. Innovations need to be tracked through these hand-offs to ensure continuity and follow-through.
Another attention-grabber in the innovation press has been technology, where idea management systems providers have made more noise than contribution. While technology can enable innovation processes, and engage audiences outside the organization's borders, it cannot thrive without strength in the other dimensions.
More important than perfect first-time execution of each dimension is a healthy approach to evaluating what's working, what's missing, and what needs to be improved. Starting small and constantly improving yields a program that can be nurtured, sustained and enhanced over time.
Andy Beaulieu has over 20 years of performance improvement experience as both an internal specialist in global organizations and as an external consultant. Based in Washington DC, USA, his services span the spectrum of technical and interpersonal interventions. In his various roles, Andy has consulted to management, helped groups form and succeed, developed leaders, managed change initiatives, and reengineered business processes. His work has seen him develop and implement large-scale tools and systems to improve organizational effectiveness in well-known organizations across a variety of industries. Andy has also authored nine book chapters published by Jossey-Bass and McGraw-Hill, as well as other articles and government reports. To find out about Andy's program for high potential future leaders on fast-cycle innovation projects or other ways that he can help you, contact us at email@example.com
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