Summary
Many innovation initiatives result in lots of unimplemented ideas and few results. Too many companies are fixated on finding the next big idea rather than creating an execution engine. Results are achieved by turning ideas into action, a part of the innovation process that is often given short-shrift.
Innovation: What's the big idea?
Too much focus on ideation and not enough on evaluation or execution means lots and lots of flipcharts and few results
After being part of several innovation initiatives, I have
started to see some patterns that end up with lots of documentation
but few real benefits. The first is the fixation on good
ideas - creating, capturing, categorizing, cataloging, and
keeping a library of ideas. This is the pattern I have seen:
A company decides that it needs to be more innovative, a
must to stay healthy and grow. To do this, it launches an
innovation initiative with great fanfare and implores its
employees to think "out-of-the-box" and contribute their
ideas on improving the company or for new products.
Sometimes training in creativity or other innovation techniques
is part of the initiative. Innovation teams are set up all
over the place with the usual management cast-of-characters
designated to review and choose ideas. Special rooms or
websites are used to collect ideas and each department also
conducts ideation sessions with the results going to one
of the innovation teams.
A month or two into the initiative, everyone is excited
and starting to find ways to be more innovative. Funky furniture
and decorations appear here and there and special days are
designated for being creative. Six to eight months into
the initiative, the organization is overwhelmed with lots
of ideas, but few action plans. The innovation teams cannot
review all the ideas, so many are just recorded and then
ignored. Some of their focus is now on creating a library
and cataloging all these ideas so that they don't lost,
but this is a daunting effort. Although they have received
some good suggestions, the management is disappointed that
they have not yet seen a truly big idea. Employees are starting
to get frustrated and disillusioned because either their
ideas are being ignored, rejected, or put on hold to address
later. Only a few ideas have been enacted. The initiative
starts to lose momentum.
Ideas are a dime a dozen
Sometimes companies get hung up on finding the next big
idea, an idea that is groundbreaking, easy-to-implement,
a sure-fire marketplace hit, and truly unique. Everyone
will instinctively recognize the big idea when they first
see it because that great big light bulb will turn on. However,
the problem is that these big ideas don't actually exist.
Anything really ground breaking idea is likely difficult
to implement, certainly a marketplace risk, and most often
scoffed at by others at first. (Think airplanes, electric
lights, cars, and rockets.) Plus, most ideas are never
truly unique. Knowledge builds and people tend to develop
similar ideas at the same time. In science, many Nobel prizes
are shared by people working separately on similar concepts
at the same time, and most often scientists are racing to
publish their findings ahead of others working in the same
field.
So, stop fixating on the big idea and on what really matters in innovation - turning ideas into actions. The most successful inventor of all time, Thomas Edison, was successful because he built a factory to turn ideas into inventions. Remember his definition of invention as"1% inspiration and 99% perspiration?"
To help you find success in innovation initiatives, I've
come up with the Four Innovation E's -
Evaluation,
Elimination,
Execution, and
Environment.