Execute, communicate and train

Implement like an Innovation Star. This is the day to make a final presentation to all the teams in the presence of top management. Get feedback from all stakeholders and respond to concerns. It is a good idea to leave the plan to be studied by all participants. Each can peacefully reflect on it, internalize it. This is the time to get the resource budget cleared. All participants and stakeholders must now receive a clear communication on what to expect. Here it is important to note the process-- communication has to be long term, continuous and consistent. Human resources professionals and problem owners must ensure that the necessary training modules are implemented and their efficacy measured. Management systems implementation should now kick in. The management information system to ensure clear measurement of action should be available to all players. The website and other internet support systems should be properly administered by a webmaster to ensure the seamless flow of information where possible. A regularly produced e-bulletin would help. Knowledge, information and wisdom are important. ‘Know How’ is essential, but ‘do how’ is just as important. Teams by now have dived into the messy business of how to implement what they have chosen as solutions. They have created plans and strategies and worked co-operatively and negotiated the best route to take. Action now becomes the priority.

Review the outcome

During implementation review the outcome. Be aware of the end before you take the first step. Unify your teams by hitching them to the ultimate goal. Top management should inspire and empower the teams to action. A team bonding exercise getting everyone to see a bird’s eye view of the exercise is critical. Review the Resource for every team. Consolidate the reviews if the resources being used are adequate. Study the impact on the expected outcome. Ensure that the process is moving towards the final outcome: reducing costs, increasing revenues, improving customer satisfaction and ensuring greater employee participation.

Think before you leap

Identify and forecast the various consequences of an action. You could identify the impact of building a holiday resort in a forest. This could be Improving the bottom line of the company Damaging the environment Harming the health of the employees The impact could also be studied in various time periods: the next month, 6 months, 1 year and 5 years. Sometimes the immediate impact on the company, may be great, resulting in short term profits. However, the long term impact could be disastrous, creating many dissatisfied customers.

Change the way of Thinking

Not all innovations can grow out of even the best existing systems. When you try to grow a revolutionary new idea, within a system, stock holders and vested interests move in to close ranks to protect their own power bases. A Star Trek Enterprise expedition is a good analogy to develop this disruptive innovation. Imagine that the old company, planet earth is about to disintegrate. You put your best warriors and key elements of your culture into a ship which takes off into space to put down roots on a ‘safe planet’. When an existing company is in the declining phase of its product life cycle, sustaining innovation may cut losses, but a fresh new area may be the key to sustained profits. The discovery of Christopher Columbus was the result of such an expedition, far away from the home base. A new company speeding in as a garage start up, could be in the right place to replace the ailing white elephant. So when the company is doing well, why not set up a few garage start-ups, starships, a few gambles and experiments? These should be small and multiple. They should have support from the top, perhaps a direct reporting relationship with the CEO.

Change is the only thing that is Permanent

This is the first of the Laws of Innovation: Everything changes - people, products, companies; Men, Materials, Machines, Methods, Markets and Money (6M). The decision to change is in your hands but there are challenges to growth. Innovation is about transformation. Imagine a block of ice. It is cold, solid, and transparent. But it is not a block of ice forever. It melts and flows across boundaries. Water follows its own logic which is very different from the logic of ice. Water goes to many places, has many adventures, but always comes back to its own nature – cool, beautiful and still. If you heat it, it boils; keep heating, it gets airborne by becoming steam, steam that knows the freedom of the skies, steam that cannot be held captive. Add pressure and it can rotate turbines to generate power. Transformation is what happens to a drop of water when it is touched by the magic of sunlight. It becomes a rainbow. It is what happens to a seed when it starts the journey to become a mighty banyan tree. The banyan tree is not an improved seed, just as a butterfly is not an improved caterpillar or a rainbow an improved drop of water. By definition, innovation is taking interesting ideas and transforming them into usable solutions for solving business problems.

Be a Warrior

Turning ordinary men into matchless warriors full of the enthusiasm to win, can definitely improve performance. Gandhiji did just that using his magic mantras to infuse courage into the freedom struggle : Do or Die, Quit India, Vande Matharam. Among the nava rasas, chivalry is key to the life of a warrior: a corporate warrior is no different and needs real courage. Wonder is developed from courage. The rapture of courage is produced by means of energy, perseverance, optimism, presence of mind and kindness. Courage and bravery are definitely feel-good emotions. Courage is represented on the stage by firmness, patience, heroism, pride, zeal, valor and wit. Bravery fills you with enthusiasm, energy and spontaneity. Bravery is not just bravery in war. It is the small, everyday acts of courage that each of us is called upon to manifest in the face of obstacles. The ability to sacrifice, which is the core of emotional intelligence, is a part of the Veera Rasa. The ability to persist in the face of difficulties is a part of this. To meet the jealousy and pettiness of the world with gentleness, humor and fearlessness, is part of it. Brilliance and elegance belong to the true warrior who aligns himself with the powerful forces of goodness. ‘Josh,’ wakefulness, energy and boundless enthusiasm are an expression of this energy.

Using Checklists to Develop Ideas

Checklists help to generate ideas in a systematic way. Once a problem is identified, teams can use checklists to explore all areas and issues that are associated with the problem. They help the team think and are often in the form of questions. Many of the mapping tools, like 6 M, are just like check-lists encouraging you to be systematic in your approach. The simplest tools include checklists like Kipling’s famous ‘5 good serving men’ - the questions which, why, where, when, how and who. Thinkers from Plato onwards have developed hundreds of thinking tools which are as easy to learn as the three Rs (reading, writing, arithmetic).

Sanctuary 3

Sanctuary 3 is a tool to generate alternativeness. When a system is working well, as a matter of routine this can be used to encourage you to think of alternative ways of doing it better. This is an important and interesting tool to prevent stagnation. Imagine a Company caught by high cost during a downturn. Now develop five ways to reduce costs. For example: 1. Ask people to work for three days a week. 2. Encourage people to take an unpaid subbatical. 3. Encourage working from home or telecommunicating. 4. Get customers to sell to other customers for a small fee. 5. Get vendors to deliver materials and parts on the assembly line.

Sanctuary 2

Sanctuary 2 is very similar to attribute matching by putting together dissimilar ideas and expert solutions from different fields. Example: Look at the attributes of say a motor car to get some fresh ideas on education. This allows for a whole group of new creative ideas. The attributes of a motor car and how it could apply to education are: • It moves – The Syllabus could move with changing times (say every 5 years) • It should be regularly filled with petrol – Teachers could receive regular training inputs every year at a retreat. • Different energy sources are now available i.e. petrol and electricity – Arrange for regular inputs from alternative sources, maybe ideas from people in government or agriculture, or nuclear physics. • It can carry people – Parents alumni and public could be involved in an advisory capacity. • Enclosed space -- Put different types of people together in close proximity and enable them to share ideas in a time bubble away from others. • It provides a good view of the country - Teachers and Parents must have a good view of the latest techniques in other countries. Eg. Tie-up with a school from UK. • It has four wheels – Inputs could be regularly collected and activities should be planned for the 4 stake holders : parents, teachers, old students and existing students.

Sanctuary 1

Sanctuary 1 is used to protect an impossible idea from immediate destruction. The plan is to protect the idea. For example: Problem: Parking on a busy road is a problem due to overcrowding and lack of adequate parking space. Wild Idea: Drivers with license plates ending with odd and even numbers should be encouraged to drive only on alternate days. This can lead to the idea that each car would receive special facilities only on certain days of the week. This would encourage pooling and a shift of leisure time activities to times when the congestion is less. By placing a fence around an idea and allowing it to develop without immediate attack, even though it might seem an impossible solution at first, it allows everyone to think around the subject and discover ways to make it work.

Create a Sanctuary for ideas

Once a new product idea germinates, it needs time and space for participants to grow and develop that idea. The immediate reaction is to remove all elements that make the product new and different. Most groups will rush to protect familiar aspects of the product. If it is wild idea, there will be a concerted rush to domesticate it and retain its age old and familiar attributes. Fiercely protect the wildness of the idea by enclosing it in a sanctuary. Allow it to roam free in the sanctuary for a few days. Don’t touch it. Remember if everyone loves an idea, it is probably an old one. The Sanctuary is a tool that can be used to protect all germinal ideas. It involves inventing or shaping the future together in a protected environment. It is a radical new approach.

Sub-problem statements

Each problem can then be broken up into sub problems. A problem is like a Jig saw puzzle, made up of many pieces which are the sub problems. This can help you create small teams around each sub problem. Allow each team to work using thinking tools. Create problem statements and sub-problem statements around each of the problems Actions  Team-work drives innovation.  Always encourage, do not discourage.  Ask for advice, do not be afraid to admit mistakes  Cut out all deep-fried foods from your diet.

Revisit the problem bank

Consider the following types of problems in addition to the obvious ones. • Problems that might arise in future in each of the 6M areas. • Problems that can be avoided if identified. • Problems which can be prevented with condition monitoring. • Problems which may arise when there is a change in any of the 6M areas. Create problem banks around the initial problem statements you identify. A good company maintains a problem bank on its intranet to solicit comments from its workforce. As problems keep getting solved, they can be replaced with new unsolved problems. Reflections and actions  The lack of collaboration between departments stifles innovation  Have a well-decorated office.  Throw out negative emotions like you do thorns in the flesh  Go on a ‘juice diet’ for a day. Start with vegetable juice, and sip fruit for lunch and dinner.

Revisit the problem bank

Consider the following types of problems in addition to the obvious ones. • Problems that might arise in future in each of the 6M areas. • Problems that can be avoided if identified. • Problems which can be prevented with condition monitoring. • Problems which may arise when there is a change in any of the 6M areas. Create problem banks around the initial problem statements you identify. A good company maintains a problem bank on its intranet to solicit comments from its workforce. As problems keep getting solved, they can be replaced with new unsolved problems. Reflections and actions  The lack of collaboration between departments stifles innovation  Have a well-decorated office.  Throw out negative emotions like you do thorns in the flesh  Go on a ‘juice diet’ for a day. Start with vegetable juice, and sip fruit for lunch and dinner.

6M Map for Problem Analysis

Every problem can be analyzed by looking at the 6 Ms – Men, Materials, Machines, Methods, Markets, Money. Get the team to study all 6 aspects of the problem past, present and future. If the group is working on new ideas for marketing a product, say, they could review the past and draw up an action plan for the present and future on a three year scale. The 6M Map provides an elegant format to help understand the underlying structure of your company together. It enables you to dissect all parts of your organizational anatomy. ‘Men’ for instance, involves employees, suppliers, customers and encompasses all stake holders. Markets could also include internal customers. Each of the 6 Ms should be thoroughly studied for problems. It is important to involve everyone in identifying the real problem. What is a problem for the worker need not seem like a problem for the manager. Mr.Ramesh, H.R. Director of Hyundai, once recounted the case of an absentee worker. He was constantly absent because of backache. Everyone thought he was malingering, until it was found that he was shorter than the other workers, and was straining his back by stretching it. Increasing the height of the platform on which he stood solved the problem and eliminated his absenteeism.