Congratulations! You’ve been awarded the privilege of organizing the effort to implement innovation at your company. Maybe you’ve followed my advice in the last few articles and have shown enough documentation to demonstrate the value of implementing innovation at your organization. Now that you have senior management’s attention, what’s next? Where do you start to organize everything needed to create an innovation strategy?
There is already a huge amount of information available about how to create an innovation strategy. Many of the top articles I’ve found have a common theme: “You Need an Innovation Strategy” by Gary P. Pisano; “Mapping Your Innovation Strategy” by Scott Anthony, Matt Eyring and Lib Gibson; and “How to Form an Innovation Strategy” by Scott Anthony. Many of the articles you’ll find on innovation strategy all follow a common theme, “...we suggest that companies begin innovation efforts by creating an innovation strategy that details clear targets and tactics.” With all of these available articles, why pay attention to this one?
Have you ever met people who are invested in keeping things the way they are? These people will fight against innovation. This is just one of the many things you should know before you start to formulate an innovation strategy.
I’ve been in the innovation implementation trenches before. Learn from me where the landmines are so you can avoid them.
For those of you who are an executive with a budget for innovation, or if you are someone who has convinced an executive that time and effort should be invested in innovation, this next series of articles is for you. We will review all of the things that should be included in PLANNING to create an an innovation strategy. In other words, these articles are going to review information you should gather to PREPARE yourself and your executives to help create your innovation strategy. This information will be needed when all of the senior executives gather to create the innovation strategy, including what is in and what is out of scope of the innovation project.
There are two areas of information that should be gathered to ensure senior management has what they need when meeting to discuss creating an innovation strategy and project:
Because there are people in the world who are very invested in keeping things the way they are - and innovation is opposite of this - you really should take the time to look at point #1 above and determine how available your executives, leadership, and employees are to introducing innovation into your organization. Taking time to evaluate the readiness of your organization first will help determine how much work there will be during the innovation rollout.
This and the next couple of articles are going to discuss how to assess how ready your organization is to accept innovation. To put it as politely as possible, you should know in advance the amount of employee and leadership development needed to get as many people as possible on board the innovation train.
Much of this is basic project planning 101. The question is whether you know what questions to ask, specific to innovation, to gather enough information to present to the innovation planning committee.
We are going to review three major areas to help assess the current state of “innovation readiness” in your organization:
We’ll go into all of this in great detail over the next few articles to help you avoid the pitfalls I’ve encountered and also so you can learn from all the successes I’ve had in implementing an innovation strategy. Stay tuned!