Enabling Innovation
There is no real science behind my thoughts to enable innovation. It is based on my experience of what has worked well in the corporate environment. And, on that note, this is one for the larger, corporate type, of organisation, not necessarily for agile start-ups.
Stage One: Idea
Ideas should be allowed to flow from anywhere. Common sources of innovative ideas are:
Solving problems within the business,
Continuous improvement,
Market forces (competition),
On the job inspiration,
Other industries (seeing how an idea in one industry could positively impact another),
Availability of new technology,
The eureka moment.
Through whatever means or whatever path possible, an organisation should have a culture and mechanism to hear and explore ideas. I worked in an organisation that assembled a "thinking team", a multidiscipline senior leadership team responsible for keeping the business ahead of competition and to improve all aspects of strategy, operations and business. This team met once a month and essentially "processed" the top three sources of innovation; solving problems, continuous improvement, and responding to market forces. It is not necessary to have a dedicated team, a more local to the problem response is likely suitable for many ideas. Giving the idea an audience and support is the important thing.
Stage Two: Evaluation
When the idea has been heard it needs to be evaluated. Important is to thing “big-picture”, for example beyond the originating problem to solve, and beyond the original use case. This can allow a good idea to benefit, whether in the original form or adapted, the wider organisation.
Some of the techniques used to evaluate ideas include passive and active;
Passive
Research
Business case modelling
Modelling (e.g. data analysis)
Active
Proof of concept
Test and learn
Small scale trial
Within the “thinking team” from stage one, ideas were given 5 minutes to be presented and discussed. If an idea was considered to be worthy, a smaller group of people would research (we affectionately referred to this as “homework”) relevant elements for a more detailed review the next month.
Stage Three: Implementation
The idea has proven itself worthy and has a place within the organisation, be it a process, a design, a product or service, or something very different. It is time to make the idea a reality. This is essential a project management phase and as organisations are very likely to have their own project practices and method. For the purpose of this article, it will be just the acknowledgement that this is a required stage.
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