{"id":2930,"date":"2017-07-13T15:31:48","date_gmt":"2017-07-13T15:31:48","guid":{"rendered":"http:\/\/connociam.com\/?p=2930"},"modified":"2021-08-31T07:02:01","modified_gmt":"2021-08-31T07:02:01","slug":"effective-innovation-12-initiatives-for-boosting-your-companys-innovation-outcomes","status":"publish","type":"post","link":"https:\/\/connociam.com\/en\/effective-innovation-12-initiatives-for-boosting-your-companys-innovation-outcomes\/","title":{"rendered":"Effective innovation: 12 initiatives for boosting your company\u2019s innovation outcomes"},"content":{"rendered":"

Many companies are aware of or intuit the importance of innovation for their business and wish to promote this discipline inside their organisation but don\u2019t seem to work out how exactly to go about it. There is something \u201cintangible\u201d about innovation which makes it difficult to order it and activate it. What\u2019s more, pressing day to day considerations end up taking priority over medium term projects. Innovation tends to be one of those initiatives that is classified along with other projects that are relegated as \u201cimportant but not urgent\u201d so it is hard to find the time needed to address it. And finally, innovating requires a mix of apparently contradictory aptitudes and it calls for an incredible amount of vision and perseverance, which may overwhelm many people. <\/strong><\/span><\/p>\n

After various years\u00a0providing consultancy on innovation management to CEOs and Management Teams in different companies, the three of us, Xavier Ferr\u00e0s, Xavier Lesauvage and Joan Vinyets have decided to pool some of the keys to promoting effective innovation inside the company. <\/strong><\/span><\/p><\/blockquote>\n

Below we outline some of the learnings which we have found have helped many companies to give an important boost to their innovation, accomplish positive outcomes through it and positively con<\/span>
\n tribute to business growth and deliver profits. We call these the \u201c12 initiatives for boosting your company\u2019s innovation outcomes<\/a>\u201d<\/u><\/em><\/strong>. We present them in the form of a practical guide that all companies can implement in an orderly way.<\/span><\/p>\n

\"ignite_12_propostes-generico-EN\"<\/p>\n

1.-\u00a0First, increase awareness.<\/strong>\u00a0Creating awareness first is a matter of “life or death”<\/strong>. Innovation is initially associated with risk and stepping outside your \u201ccomfort zone\u201d and this can \u201cform antibodies\u201d. It is important to get across the fact that without innovation there is no future; that almost any business reaches maturity and decline and needs to transform itself. The majority of companies that \u201cbecome complacent\u201d end up suffering the consequences. Remember Kodak. What\u2019s more, today the threats do not only come from our competitors but from the disruption that can be created by a startup that has everything to win and nothing to lose. Innovation is necessary in order to survive and grow. It is inherent in the life of a business. As simple and as complicated as that. Be \u201cproactively intransigent\u201d with your teams and find ways to openly demonstrate how necessary it is to innovate in order to create value, pay expenses and grow.<\/span><\/p>\n

2.-\u00a0Clear-sighted and courageous leadership.<\/strong>\u00a0It is always the CEO and the Management Board\u2019s job to provide the initial leadership for innovation<\/strong>. Innovation is a strategic path which requires firm conviction on the part of the CEO and the Management team. It will rarely blossom successfully if we expect it to be led by the team. Teams come up with good ideas and initiatives but they need to be led appropriately. Once the Management Team is sure about the path it must seek to bring on board those employees who are naturally more innovative. As the head of the company make sure that you have a clear vision in this respect, \u201cget your vision across\u201d consistently, support \u201cthe innovators\u201d, provide the necessary resources and devote your time and effort to backing and offering strategic guidance to the teams that are developing the innovation. Indicating that it is necessary to innovate will not suffice in itself. Lead by example and you will be followed.<\/span><\/p>\n

3.-\u00a0Build an innovation culture.<\/strong>\u00a0The culture is the substrate of innovation.\u00a0<\/strong>It is widely known that \u201cculture eats strategy for breakfast<\/em>\u201d so the best thing to do is to promote a culture that fosters innovation throughout the organisation across the board. It\u2019s not just a question of inviting your employees to drop their suggestions and ideas into a \u201cmail box\u201d but has to do with creating a spirit that favours trying things out and learning, knowing how to collaborate constructively in the face of a great deal of uncertainty, and giving due recognition to people and innovative initiatives\u2026 Together with HR draw up measures that dynamise innovation throughout the organisation, that are intended to \u201clay the roots\u201d for innovation initiatives, to support innovative individuals and reward innovation efforts. Activate initiatives geared to promoting an innovation and lean culture which is agile and flexible, interdisciplinary, communicative and horizontal, whilst giving more priority to the contribution of knowledge than to job posts and departments. Identify mechanisms for turning innovation into a recurring discipline for your business and for encouraging your teams to come up with new initiatives.<\/span><\/p>\n

4.-\u00a0Set down clear opportunities.<\/strong>\u00a0A good strategy defines innovation opportunities<\/strong>. It seems obvious that innovation must be aligned with the corporate strategy and that it should even issue from it. Furthermore, it seems clear that classic Strategic Planning is now dead and that the role of a good Strategic Plan is to identify new opportunities to build the business where innovation is very likely to play a role, be it in order to grow or to transform the business. Draw up a clear and simple strategy that defines a framework of opportunities which your teams can work with in order to build future projects. It is crucial to start off with a good framework that clarifies \u201cwhere to look and search\u201d. It is something like the difference between having a good briefing and not having one. Defining clear opportunities doesn\u2019t \u201ckill innovation\u201d. On the contrary, it helps your teams to be creatively effective and avoids frustrations. Focus on the final purpose of the innovation and your whole organisation will stand to gain in agility and effectiveness.<\/span><\/p>\n

5.-\u00a0Combine Method + Inspiration.<\/strong>\u00a0You need method: “Inspiration comes while you are working”<\/strong>. There is no innovation without process, methodology and metrics. Innovation seems to be an art where creativity rules but this is not exactly the way things are. It is a management discipline which also requires creativity. Work out how you can establish a management framework for innovation that is rigorous and flexible at the same time. Differentiate \u201cday to day management\u201d from \u201ctrial and error\u201d but set up management mechanisms that will enable you to understand the impact of the decisions that are taken. Choose methodologies that fit in with your organisation, train your team to use innovation tools and draw up metrics that will help you to understand the progress being made. Work openly and collaboratively and incorporate a series of tools from the management world, Design Thinking\u00a0and creative thinking.<\/span><\/p>\n

6.-\u00a0<\/strong> Obtain<\/strong> lots of different ideas. Innovation is probabilistic and requires a lot of ideas, from many areas.<\/strong> One idea alone does not guarantee satisfactory results. A few ideas probably won\u2019t either. A great many ideas are needed and that\u2019s why organisations must find ways to constantly come up with a wide range of them. Lots of ideas conceived for a specific field, which are relevant and focused on a clear purpose of contributing value. You must clearly delimit which Opportunities and challenges you want to build ideas around. “Creativity loves restrain<\/em>” is what they say at Google, and they\u2019re right. We call this \u201ccreative tension\u201d. Be systematic and constant in generating ideas. Seek out different sources of inspiration inside and outside the organisation and apply different creativity methodologies, and always look beyond your current product. If we don\u2019t try and see things in a different way it will be difficult to come up with something different. Open yourself up to Open Innovation and in a structured fashion combine concepts from inside with external initiatives.<\/span><\/p>\n

7.-\u00a0Improve and then, Disrupt.<\/strong>\u00a0Start off by “improving” in order to be able to “disrupt a category” later on.<\/strong>\u00a0 Innovation begins with understanding what improvements your business requires. Improvement innovation also known as incremental innovation is not the most glamorous nor is it fashionable in a world that constantly talks of transformation, but well focused, it is effective, solves problems that everyone understands, can come up with solutions that can be quickly implemented (also known as “quick-wins<\/em>“) and brings in quicker returns. Start off with small things first. Build up confidence and address new challenges. An organisation can only address disruptive projects if it has an innovation culture, a spirit of entrepreneurship, \u201cmuscle and an innovation belt\u201d and an ongoing tradition of innovation. And remember that the most disruptive innovation springs from understanding how to leverage yourself in the organisation\u2019s competencies to articulate new knowledge and a new line of business in a different environment. To begin with, identify 2 or 3 incremental innovation projects in your organisation and give them focus and priority. Later on, learn how to build more ambitious projects, leveraging yourself on your competencies.<\/span><\/p>\n

8.-\u00a0Know what needs you are addressing. All innovations must always address a clear need of a customer, who is willing to pay for it. <\/strong>It is crucial to implement customer, user, prescriber or consumer understanding programmes. We recommend you introduce a systematic programme that identifies needs and insights. Understanding the customer entails adopting new \u201cmore empathetic\u201d research methodologies that help to bring needs and motivations to the surface and identify our \u201ccustomers\u2019 brakes\u201d… and those of \u201cnon customers\u201d. Find out what they really do, feel, and want so as to be in a position to contribute new and effective solutions. This involves getting the entire organisation to adopt an attitude that is more centred on understanding the customer. Demand that your teams really adopt a more Customer Centric approach, that they understand the customer and base all their projects on a value proposition that is relevant and significant for users.<\/span><\/p>\n

9.-\u00a0Try things out, learn and scale up.<\/strong>\u00a0The innovation must be “lean” and scaled up later on when there are “signs” of business<\/strong>. Today “Lean Startups” are all the rage. Having said this, 3M, one of the world\u2019s most innovative companies, has been applying its \u201ctry and scale\u201d principle for years. Innovation calls for a \u201ctrial and error, starting off small\u201d mentality and you need to set up teams and monitoring systems that facilitate trying things out and learning in a controlled fashion, and then scale up when it makes sense to do so. Provide space, support and a certain amount of resources to the teams but only take the decision to scale up once you have clear signs that it is going to be well received by potential customers. It is very important here to establish agile interaction with potential users of the solution in order to constantly incorporate their feedback and minimise risk. Adopt a Design Thinking approach. Don\u2019t wait until you have the perfect prototype; concepts and use scenarios can be tested out as you go along.<\/span><\/p>\n

10.-\u00a0Screen ideas early on. Companies that innovate best, screen their ideas very early on and focus on just a few projects<\/strong>. More rigorous selection during the concept phase will ensure greater focus for the organisation, more resources per project, more expedience and larger returns. All organisations have limited resources and must provide the necessary focus to ensure the success of their projects. It\u2019s better to maintain a focus and give up when you are not going in the right direction than to want to make headway with many different projects in order to reduce risk. Draw up project selection and classification matrixes based on key lines of action and requirements in accordance with the company strategy. Remember that a good matrix enables you to manage innovation initiatives with a short, medium and long term opportunity horizon, like IBM does, for example. Get your teams to take up only a few projects during the early development phase and you will see that the company\u2019s innovation efforts will be reinforced.<\/span><\/p>\n

11.-\u00a0Order 2 worlds.<\/strong>\u00a0Separate the “Core” and “Innovation”<\/strong> and create feedback between the two. <\/strong>When the number of projects grows, things become more complex and resources are scarce, you need to separate the day to day operations of your Core business (the company\u2019s main business where the important thing is to minimise risk, maximise efficacy and efficiency) from the Innovation area, where the focus must be on exploring. The ideal is to apply the \u201cLoop model\u201d whereby the \u201cCore\u201d feeds resources and challenges into Innovation, and the latter feeds knowledge and business opportunities back into the \u201cCore\u201d business. Side by side but not jumbled up. Two different ways of organising but linked together. Find the way to define two areas with different functionings and very good coordination. Set up teams and clear roles along with initiatives and spaces that facilitate and promote collaboration. Remember that you can also supplement your teams with outside talent and expertise, by calling in external experts and the necessary technical knowhow at each phase and in this avoid bottlenecks and having to repeat tasks.<\/span><\/p>\n

12.-\u00a0Manage the path.<\/strong>\u00a0 Have a vision and show perseverance, distance yourself from emotions and base yourself on a portfolio of structured projects<\/strong>. You are probably already familiar with the Innovation Funnel Process but you may not have heard of the “Innovation Emotional Barometer” which is about managing emotions throughout the Innovation Process. All projects go through phases of scepticism, emotion, euphoria… the first setbacks, high costs, long payment periods, doubts, disappointments, frustration, \u201cthis isn\u2019t working\u201d, anger, depression, \u201cwe have hit rock bottom\u201d … hard work, hope, expectations, faith, bounce back or die, signs…new solutions, real prospects, \u201clight at the end of the tunnel\u201d, the first successes, confirmation that \u201cthings are going well\u201d, patience and finally…success. This happens in many life projects (studying, practising sports, becoming an owner, building a family, educating, recovering from an illness…living…). You can be sure that this is how it\u2019s going to be and it is up to you to deal with it. There is no alternative. Your role is to know how to manage it well. So, having a good portfolio of structured projects with different levels of risk and maturity as well as clear selection criteria will help you to manage these situations and will ensure that the company\u2019s innovation initiatives are effective. Finally, remember that non-formal and sincere communication at all times and with all the team is key to deactivating any resistance or mental blocks. We don\u2019t want heroes but people motivated by the same challenge to innovate in order to create value.<\/span><\/p>\n

For the last 20 years we have been living with and accompanying innovation in different sectors, countries and environments and these are some of our key learnings that can be applied across the board in any organisation to effectively boost innovation outcomes. <\/strong><\/span><\/p>\n

We intend to provide you with inspiration and insights so that your organisation can put them into practice. If you want to expand on any of these points we will be more than happy to provide you with more details.<\/span>
\n If you are interested you can download this set of guidelines or decalogue\u00a0here<\/a><\/u>\u00a0in PDF format.<\/span><\/p>\n

About the authors:<\/span><\/p>\n

Xavier Ferr\u00e1s<\/strong>\u00a0is a Doctor in Economics and Business Studies, a Professor in ESADE and Dean of the Business Studies Faculty of Universidad de Vic. He is a prominent lecturer on Strategy and Innovation and publishes regular posts on his\u00a0blog<\/a><\/u>\u00a0on strategy, technology and innovation. @xavierferras<\/span><\/p>\n

Xavier Lesauvage<\/strong>\u00a0is\u00a0a consultant and expert in Innovation and Marketing, an ESADE associate professor and lecturer on various national and international programmes. He has worked for over 20 years as a manager and expert in strategy in the FMCG and Healthcare sectors. He is currently involved in various entrepreneurship initiatives. @xavierlesauvage<\/span><\/p>\n

Joan Vinyets\u00a0<\/strong>is an expert in People-Centered Innovation and a close collaborator with the Connociam\u00a0Talent Network, where he takes part in numerous Innovation Customer Centricity projects. He regularly publishes posts on\u00a0his blog<\/a><\/u>, where you can find this article along with other articles on Innovation. @joanvinyets<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Many companies are aware of or intuit the importance of innovation for their business and wish to promote this discipline inside their organisation but don\u2019t seem to work out how exactly to go about it. There is something \u201cintangible\u201d about innovation which makes it difficult to order it and activate it. What\u2019s more, pressing day […]<\/p>\n","protected":false},"author":11,"featured_media":2934,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"2880"},"categories":[34,30,38,43,26,45,44,41,40,31,32,24,28,29,36,27],"tags":[280,246,286,228,283,289,281,284,282,225,96,120,244,285,144,143,287,288],"yoast_head":"\nConnociam | Effective innovation<\/title>\n<meta name=\"description\" content=\"Effective innovation: 12 initiatives for boosting your company\u2019s innovation outcomes by Xavier Ferr\u00e0s, Xavier Lesauvage and Joan Vinyets\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/connociam.com\/en\/effective-innovation-12-initiatives-for-boosting-your-companys-innovation-outcomes\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta 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