Much has been written about the importance of innovation but there is very little information in circulation about how to actually stimulate innovation. While most executives and entrepreneurs have come to accept the concept of innovation management as a legitimate business practice, in theory, I have found very few organizations that have effectively integrated innovation as a core discipline and focus area. In today’s blog post I’ll discuss how to actually implement a program to stimulate and manage innovation.
Before I address how to create innovation, if you need a refresher course on the need for innovation you can get a quick review by reading “ROI Reexamined” and “Collaborate, Innovate and Dominate.” While the old saying “if it isn’t broke don’t fix it” makes for a great sound bite it can cause irreparable harm to a company’s ability to remain competitive if adopted as an operating philosophy. It is a business’s ability to use innovation to create, refine, enhance, optimize, and advance all areas of the value chain that will catalyze sustainable growth.
While there is always room for a great idea created through spontaneous innovation this random approach to innovation rarely works. Spontaneous innovation (what I like to call innovation by default) is at best a very undisciplined and very expensive path to change. Conversely, high-velocity innovation (what I like to call innovation by design) occurs when supported by a solid process and managed as an asset.
Since the end of the nineteenth-century architects have relied on the innovation management process pioneered by the French known as a “design charrette” to create high value, optimized solutions to design problems. Design charrettes consist of a very intense multidisciplinary approach to a brainstorming session in which design issues are assessed, analyzed, debated, conceptualized, enhanced, value-engineered and planned. It is through this process that many of the world’s most amazing architectural feats have been accomplished.
Simply following the three steps outlined above will focus your best talent on solving your most critical problems and exploiting your biggest opportunities. Innovation must be driven both from the top-down and the bottom-up. Senior leadership must make innovation a clearly communicated priority and then support the message by creating process, allocating budget, adding headcount, refocusing priorities, making changes to job descriptions, and re-engineering compensation plans. This type of commitment will show management and staff that the leadership is serious about innovation and will encourage participation at all levels of the enterprise.
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