1. provide a framework and avoid an innovation process definition
Innovations are characterized by originality and creativity: They are, by definition, something previously unknown that requires advances in technology, science or society.
What is still unknown, however, cannot be developed using a strictly defined process. Instead of an exact description of the innovation process, you should therefore only provide a framework for action.
A framework for action consists of
- a set target image,
- jointly developed values and
- the commitment to transparency.
2. Establish a team with deliberately different competencies
Combine your company's core competencies with deliberately selected competencies that challenge the known.
This is done by involving employees whose strengths lie outside the "feel-good zone" of your company:
- appreciate critics and free spirits - for example.
- Diversify the team by including both young, wild researchers and experienced practitioners who value each other.
Ideally, you will end up with a balanced team that brings together employees with complementary skills who value each other.
3. Create a culture of innovation
Innovation potential is most likely already present in your company - it just needs room to unfold.
Employees are innovative when they work in an environment with two characteristics: It conveys security and it encourages them to think ahead.
You should foster such an environment with a corporate culture that is values-based rather than standards-based. After all, the creative comfort zone is individual to each person.
4. Invest time in defining the target image
The more clearly you define a target image and the easier you can describe it, the more employees can imagine where the company is heading and what each individual's contribution to this looks like.
My recommendation here would be: Put aside the KPI system and draw the picture of the company
- ten years from now,
- in five years and
- in one year.
"Drawing" is to be taken literally here! Because a picture of the goal is much easier to grasp than many words.
5. Use established methods from product development and quality management
Innovations often fail due to the implementation of the idea or the innovative thought.
Therefore, use established methods such as the phase model from the product development process or the risk-based approaches of quality management systems.
And keep the innovation open at the beginning: Allow unconventional approaches while you focus the innovation more and more in the further phases of the innovation process - like in a sales funnel.
6. Involve your employees in the implementation of their ideas
Innovative ideas are often handed over from the innovation team to other departments in the company as part of the internal innovation process, which are then responsible for implementation.
This can result in the full understanding of the new idea being lost, sometimes even the intimate connection with the innovation that drove people in the initial phases of the process.
Therefore, overcome the departmental boundaries in innovation management. It is better to assign people from other departments to the employees who are developing or have developed an innovative idea.
This allows the innovation team to take on some of the responsibility for implementation and makes it more likely that an understanding of what motivates the innovation will be maintained.
7. Use agile methods for the market launch
Innovations that are not accepted by the customer are worthless.
Therefore, use methods that enable an experimental and rapid feedback-based market launch.
Design thinking and the evaluation of customer feedback on individual product increments have proven to be particularly effective here, but above all the MVP approach, the introduction of a minimum viable product.
Conclusion: The development of innovations can be promoted according to plan
I am sure that your company already has everything it needs to generate ideas.
In order to establish a culture of innovation in which this potential can unfold, four things are important in my experience:
- The development of new ideas requires a clear goal. Where is your company heading? You should describe this in such a way that your employees have a clear idea of it.
- Leave enough space for the innovation process in all phases. An overly detailed description of the process will tend to inhibit the development of new ideas. It is sufficient to define a framework for action.
- Established methods from product development and quality management have proven themselves in the implementation of ideas in practice. It is therefore worth applying them to innovation processes as well.
- The development of innovations gets underway when your employees move outside of the company's comfort zone. They do this best when they are part of a team made up of people with very different skills. I would therefore advise entrusting a diverse and balanced team with all phases of the innovation process.
Talk to me and let's discuss how you can promote your company's innovation culture. I look forward to hearing from you!
