Your newsletter on applied creativity, imagination, ideas and innovation in
business – delivered to your e-mail box on the first and third Tuesday
of every month.
Tuesday, 20 October 2009
Issue 158
Hello and welcome to another issue of Report 103, your fortnightly newsletter
on creativity, imagination, ideas and innovation in business.
As always, if you have news about creativity, imagination, ideas, or innovation
please feel free to forward it to me for potential inclusion in Report103. Your
comments and feedback are also always welcome.
Information on unsubscribing, archives, reprinting articles, etc can be found
at the end of this newsletter.
ALIGNING INNOVATION TO YOUR CORPORATE STRATEGY
For any corporate innovation initiative to succeed, it is important that it
is aligned with corporate strategy. This is more likely to occur naturally when
senior management takes the lead with an innovation initiative – and this
is a key reason why top management buy-in is a major factor in the success of
any innovation process. But when middle managers or innovation consultants reporting
to middle managers take charge of your innovation activities, there is a good
chance that these actions will generate many good ideas, but few of those ideas
will be relevant to your business's strategic aims.
To make matters worse, many innovation tools are designed for random, rather
than focused, idea generation. You need the latter in order to align idea generation,
and hence innovation, with strategy. Suggestion schemes which invite random
ideas may encourage incremental improvements. But, in my experience, few big
ideas are proposed and those which are seldom fit with strategic needs. This
results in a high level of idea rejection and substantial time wasted in preparing
idea proposals which must be rejected irrespective of their intrinsic quality.
After all, if your corporate strategy is all about selling apples, great ideas
for improving the flavour of oranges will do you little good.
And when suggestion tools are opened to the public, in so-called crowdsourcing
activities, the results are worse. If middle to low ranking employees are less
than clear on corporate strategy, non-employees and customers are likely to
be even less clear. Indeed, an evil competitor could easily take advantage of
a crowdsourcing web site to submit and build enthusiasm for ideas that contradict
your strategy. This can result in wasted time, the need to reject powerful ideas
and embarrassment.
If you think such a scenario is unlikely, consider then presidential candidate
Barak Obama's suggestion tool (set up by his election committee and not Mr.
Obama). A pro-marijuana legalisation group submitted and promoted numerous proposals
on legalising drugs. These quickly became the top voted ideas on the web site.
In view of the abhorrence American government has towards the legalisation of
recreational drugs and the pressing importance of solving problems associated
with the economic meltdown, the war in Iraq and other issues, these ideas were
less than useless. Worse, other top ideas bore little relevance to the key –
or strategic issues – of his campaign.
The result? The suggestion web site became an embarrassment and was quietly
closed. A huge amount of effort was completely wasted and a lot of ideas that
might have been relevant to strategic issues were either never submitted or
lost to the less relevant ideas that were promoted to the top.
A Three Step Approach
It does not have to be this way! A simple three step approach using some very
basic methodology is all you need to align your innovation activities with your
strategy. You simply need to ask some probing questions, follow creative problem
solving (CPS) in idea generation and have experts judge ideas using clearly
defined business criteria. This, incidentally, mirrors our innovation process
management approach (http://www.jpb.com/creative/ipm.php).
Step 1: Ask Lots of Questions
In order to align innovation to strategy, you need to know how well your firm
is meeting it strategic objectives. Arthur VanGundy, in his book GETTING
TO INNOVATION recommends establishing Q-banks of questions related to strategy
and then posing these questions to stake holders in a two or three rounds. The
first round would include very general questions in order to identify strengths
and weaknesses. Based on the answers, a second round would ask more probing
questions in order to identify more clearly defined problem areas. Depending
on the results of this second round, a third round might be needed.
According to VanGundy, questions should be divided into categories such as
“Our Organisation”, “Our Customers”, “Our Brand”
and so on. Questions in the first category might include “What does our
organisation do?”, “What are our core competencies?” and the
like.
This exercise is important for identifying areas where innovation can lead
to dramatic improvement. Nevertheless, be warned, you may find that you may
not like some of the answers you receive. In a sprawling organization with poor
communications (most large companies, in fact!), you may find that you are not
getting consistent answers to basic questions about what your company does,
core competencies, values and so on.
Do not see this as failure. Rather see it is a fantastic opportunity for breakthrough
innovation!
Step 2: Pose Innovation Challenges Based on Strategic Needs
With the information gleaned in step one, you are ready to formulate innovation
challenges based on the answers to your questions. For instance, if you find
that your products do not reflect your brand values in the eyes of your employees
and customers, you need to frame challenges that resolve this problem (see Turning
Problems into Challenges at http://www.jpb.com/creative/innovationchallenges.php).
These challenges might focus not only on the products themselves, but on marketing
communications, packaging and possibly even pricing.
Once your innovation challenges have been formulated, you need to focus on
generating ideas (see article “The Idea” below for more about ideas)
that address your challenges. Idea generation can be done using innovation process
management software, brainstorming, experimentation, and a host of methods depending
on the challenges and the stakeholders.
If you are putting a specific team in charge of addressing a particular challenge,
be sure that it is a diverse team. For instance, if the challenge relates to
marketing (such as “How might we better demonstrate brand values in our
marketing communications?”), do not put a team comprised solely of marketing
people in charge of idea generation. Alone, they are unlikely to generate the
breakthrough ideas necessary to innovatively solve your problem. By the same
token, do not exclude them. Their less than innovative performance to date may
be part of the reason your marketing communications does not reflect brand values.
But they do have expertise and they will need to implement the solution. But
complement them with people from various departments and, ideally, business
partners and customers.
If you are using software based tools for idea collection, be sure that the
tools enable you to run ideas campaigns. (http://www.jpb.com/creative/campaigns.php).
Suggestion schemes, whether ad hoc solutions using e-mail or Sharepoint, or
custom designed web applications; may be useful for collecting incremental improvements,
but do not permit the focus necessary for aligning ideas with strategic needs.
Step 3: Evaluation
After investing substantial effort into their idea generation activities, it
is amazing how many organisations and innovation professionals blow it by putting
ideas to a popular vote in order to identify which ideas to develop further.
Votes are fine for democracy, but full of poop for innovation! Indeed, voting
for ideas has two serious flaws. Firstly, popular votes tend to favour incremental
improvements. Such ideas are easier to envision than breakthrough innovations
and, hence, people are more likely to vote for the incremental improvements
instead of the more radical ideas. Secondly, when participants in an idea generation
activity know they will be rewarded for having “the best” ideas,
they actually think less creatively than if there are no rewards or if they
are rewarded for having the most creative ideas. This has been demonstrated
in research.
Hence, voting for ideas encourages less creative thinking and selects incremental
improvements. This is clearly not a recipe for breakthrough innovation! If you
are absolutely obsessed with idea voting and understand that voting is unlikely
to select ideas that align with corporate strategy, then at least specify criteria
by which the vote should take place. Criteria should be along the lines of “vote
for the most creative idea”, “vote for the idea you would LEAST
like to see our competitors implement” or “vote for the idea which
offers the greatest potential value to the firm.”
But a better approach is to assign a team of experts, ideally from diverse
backgrounds, to preform a criteria based evaluation, perhaps using an evaluation
matrix, in order to judge whether or not an idea has the potential to become
an innovation for your firm.
An evaluation matrix is very simple. Start with a list of several criteria
(we find five works best) and ask your experts to compare each idea to each
criterion on a sliding scale (we use zero to five points). Once you are finished,
each idea has a score representing how well it meets your evaluation criteria.
Thus ideas can easily be compared for potential value add. Most importantly,
the evaluation criteria can and should be designed to emphasise strategic concerns.
Diversity and Numbers for Idea Generation; Expertise and Focus for Evaluation
Note that while it is often effective to have a large number of people involved
in generating ideas, it is best to have a relatively small number of experts
actually evaluate the ideas. This is because during idea generation, you want
to encourage divergent thinking and this is best achieved through a diverse
group of idea generators. At this stage of the process, non-experts may bring
a fresh open mind and a touch of naiveté to idea generation and this
can result in some outlandish and highly creative ideas.
However, when it comes to envisioning the implementation of ideas, you need
experts who can determine how well an idea actually meets strategic needs, likely
implementation costs and more.
Wrapping Up
As noted, the steps necessary to aligning your innovation initiative with your
strategic needs are simple in principle: identify strategic issues where innovation
is necessary, focus innovation on those issues and measure idea viability according
to strategic issues.
However, discipline in setting up the initiative as well as top management
buy-in are needed to ensure the initiative is a success. Poorly conceived suggestion
schemes in which generated ideas are based on the whims of the idea submitters
and selection is based upon the same people's votes, will result in incremental
improvements that often bear little relationship to corporate strategy. This
is not only a waste of time, money and resources, but can be highly demotivating
to employees (or the public in the case of crowdsourcing), who see a lot of
effort made for little result in terms of idea implementations.
If you are hiring an innovation consultant or other service provider to support
your firm's innovation initiative, ask her how her services will align YOUR
innovation with YOUR strategy. If you are not happy with her answer, look elsewhere.
BACK TO INNOVATION BASICS
In the last issue of Report 103, I announced that over the next few issues
of this journal we will look at the basic terminology and processes associated
with corporate innovation. My feeling, and apparently it is shared by many,
is that the business of innovation lacks a common terminology and understanding
of processes. This lack of clarity makes it harder for innovation professionals
to present (and sell) their services to prospective clients and it makes it
harder for those clients to select suitable service providers.
If an innovation (see the 6 October issue of Report 103 at http://www.jpb.com/report103/archive.php?issue_no=20091006
for a definition of “Innovation”) starts with an idea, it is worthwhile
understanding what an idea actually is. This is no easy task. The discussion
of what constitutes an idea began with Plato – if not earlier –
and has been a regular topic of philosophical discussion since then.
The Concise Oxford Dictionary defines an idea as: “a conception or plan
formed by mental effort”. That is certainly concise. How does that work
from a physiological perspective?
To hugely simplify the process: the human brain is comprised of more than 100
billion neurons. These are paths along which information flows. Neurons connect
to each other via hundreds of billions of synapses, which allow the flow of
information from one neuron to the next. It is at these synapses that different
thoughts come together and form ideas.
However, these ideas basically comprise all kinds of thought and most thoughts
are distinctly non-creative and focus on the day to day routine of life. So,
we need to distinguish between creative and non-creative ideas.
Creative ideas form the basis of all innovations. And when innovation experts
talk about ideas, idea generation and idea management, they are almost always
referring to creative ideas.
In the mind, creative ideas form when your neurons, carrying disparate thoughts,
connect through synapses and bring two or more dissimilar (non-creative) ideas
together in a new way in order to create an all new (at least for the thinker)
idea. For instance, Steve Jobs or someone at Apple mentally combined the concepts
of a mobile telephone and a computer touch screen to devise the idea behind
the popular iPhone.
Indeed, it is for this reason that introducing random elements into idea generation
activities is a proven creativity tool. Random words, applying unrelated elements
or visiting new places can all help individuals and groups bring together in
their minds a wider variety of disparate ideas – and that leads to more
creative ideas both in terms of quantity and quality.
Innovative Ideas
What is the difference between a creative idea and an innovative idea?
This is a trick question. In fact, we probably shouldn't use the term “innovative
idea”. As you may recall from the last issue of Report 103, we define
innovation, at least in the corporate sense, as: “The implementation of
creative ideas in order generate value, usually through reduced operational
costs, increased income or both.” Ideas themselves, creative or otherwise,
add little value to business. It is their successful implementation that adds
value.
Hence, if we really want to use the adjective “innovative” with
the noun “idea”, we should probably talk about a “potentially
innovative idea”. However, this is the same thing as a “creative
idea” and it is probably easier and less confusing to talk about a creative
idea.
Putting It all Together
To summarise, when we talk about ideas in the context of innovation, we are
usually referring to creative ideas. A creative idea can be defined as a combining
two or more concepts in order to create a unique (at least in the mind of the
thinker) concept or idea. An idea in itself is neither an innovation nor innovative.
However, it is a potential innovation and may form the cornerstone of an innovation.
What do you think? Can you do a better job of defining the idea? If so, e-mail
me! I'd love to know your thoughts and may even publish them here (with your
permission, of course).
INNOVATION - WITHOUT IT WE'RE SCREWED
Tim Morris, co-founder and director of Dynamic Horizons, a leading Australian
innovation consultancy (and our Jenni IPM representative in Australia), has
produced a fantastic video entitled "A brief exploration of the state of
innovation in Australian business. Irreverent, frank and hopefully interesting."
Although the statistics in this video refer to Australia, this message holds
true everywhere we do business.
READING RECOMMENDATION: THE MYTH OF EFFICIENCY
Adam Hartung has written a brief article, “The Myth of Efficiency”,
for Forbes magazine. In it, he argues the incremental cost cutting innovation
is a waste of time and does not provide any real benefit. He further argues
that companies should strive for breakthrough innovation.
Considering companies like Dell and Toyota have become giants through production
efficiency improvements, many of them incremental, I suspect he is choosing
his evidence based on his hypothesis. Nevertheless, the article
is thought provoking and well worth reading.
JENNI: ALIGNING YOUR INNOVATION WITH YOUR STRATEGY
Assuming you read my first article in this issue of Report 103, you will understand
the importance of aligning your innovation with your corporate strategy. But
did you know that Jenni is the only idea management software specifically designed
to align innovation with strategy? From Jenni's sophisticated ideas campaign
module that allows you to set up precisely targetted ideas campaigns to her
criteria based evaluation tool that not only sets up multi-expert evaluations,
but compiles the results in an easy to interpret report, Jenni is all about
focusing innovation on your strategic needs. Better still, our experts are at
your beck and call to coach you through the innovation process and its management.
Perhaps that's why a leading water provider in Australia selected Jenni to
support innovation according to their complex strategic needs. Owing to severe
drought, they needed to improve significantly the efficiency of their water
delivery system, encourage customers to use less water and still make a profit.
Moreover, with super busy employees, they needed a system that was incredibly
easy for employees to grasp and use. They chose Jenni. And for three years,
Jenni has supported ideas campaigns that have generated ideas leading to substantial
efficiency improvements, resulting in reduced operational costs, communications
ideas and more.
And perhaps that's why a global convenience food provider, that needed to improve
the healthiness of their snack foods, choose Jenni for their research and development
unit. They needed not only healthy snack food concepts, but also packaging that
communicated this new brand value. Jenni did the trick and enabled their creative
thinkers to generate all kinds of terrifically tasty and healthy food ideas.
How about your firm? Tell us your strategic needs and we will tell you how
Jenni can help you align your innovation to meet those needs – with complete
confidentiality from our first conversation. Find your nearest Jenni representative
at http://www.jpb.com/jenni/contact.php.
You benefit from our generous commission programme, marketing on the popular
www.jpb.com web site (150,000-200,000 page hits/month) and collaborating with
a fantastic global team of innovation, marketing and sales experts (http://www.jpb.com/about/index.php).
In addition, by packaging your services with Jenni, you can provide your clients
with value added innovation services that help them increase profitability.
It's a fantastic win-win-win scenario for your, your client and jpb.com!
LATEST IN BUSINESS INNOVATION
If you want to keep up with the latest news in business innovation, I recommend
Chuck Frey's INNOVATIONweek
(http://www.innovationtools.com/News/subscribe.asp). It's the only e-newsletter
that keeps you up-to-date on all of the latest innovation news, research, trends,
case histories of leading companies and more. And it's the perfect complement
to Report 103!
Report 103 is a complimentary twice monthly eJournal from Bwiti bvba of Belgium
(a jpb.com company: http://www.jpb.com). Archives and subscription information
can be found at http://www.jpb.com/report103/
Report 103 is edited by Jeffrey Baumgartner and is published on the first and
third Tuesday of every month.
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Innovation Process Management Software from JPB.COM
Unlike other idea management software products that do little more than
collect ideas, most of them irrelevant to your needs, Jenni aligns idea
generation with strategy and provides your managers with evaluation tools
that enable them to make intelligent business decisions about which ideas
to implement.
If your firm is serious about innovation and needs tools to deliver viable,
innovative business ideas consistently and over the long term, we
suggest that you learn more about Jenni.
