The Innovation Spiral

The first step in developing an environment that nurtures creativity is to separate idea generation from analysis. Most business sessions do not yield too many breakthrough ideas because managers are too busy shooting down each other’s ideas. Such meetings produce boring, safe and often useless suggestions. So create an Innovation Spiral where members will feel safe to be open, inventive, and even silly. Playfulness and fun define this positive climate and is critical to the emergence of creative ideas as the new ideas being developed should be challenging. If all the emerging ideas are ones that you feel comfortable with, then these ideas are old and the team should challenge themselves further. Here are a few self-limiting obstacles to creative thinking: * The habit of self-censorship. * A lack of respect for others. * Adopting the status quo. * Assuming limitations, instead of possibilities.

The Innovation Spiral

The first step in developing an environment that nurtures creativity is to separate idea generation from analysis. Most business sessions do not yield too many breakthrough ideas because managers are too busy shooting down each other’s ideas. Such meetings produce boring, safe and often useless suggestions. So create an Innovation Spiral where members will feel safe to be open, inventive, and even silly. Playfulness and fun define this positive climate and is critical to the emergence of creative ideas as the new ideas being developed should be challenging. If all the emerging ideas are ones that you feel comfortable with, then these ideas are old and the team should challenge themselves further. Here are a few self-limiting obstacles to creative thinking: * The habit of self-censorship. * A lack of respect for others. * Adopting the status quo. * Assuming limitations, instead of possibilities.

The Innovation Spiral

The first step in developing an environment that nurtures creativity is to separate idea generation from analysis. Most business sessions do not yield too many breakthrough ideas because managers are too busy shooting down each other’s ideas. Such meetings produce boring, safe and often useless suggestions. So create an Innovation Spiral where members will feel safe to be open, inventive, and even silly. Playfulness and fun define this positive climate and is critical to the emergence of creative ideas as the new ideas being developed should be challenging. If all the emerging ideas are ones that you feel comfortable with, then these ideas are old and the team should challenge themselves further. Here are a few self-limiting obstacles to creative thinking: * The habit of self-censorship. * A lack of respect for others. * Adopting the status quo. * Assuming limitations, instead of possibilities.

Owning a Problem

Call for problem owners. It is essential for every problem to have a problem owner (PO). It is this problem owner who will choose the solution that suits his resources map (6Ms and time). The PO is critical because otherwise the teams will have not have the necessary momentum to reach the finish line and side step hurdles. A problem without an owner is a baby without a mother. The Problem Owner Owner • owns the issue • describes it • directs the content of the meeting by: contributing wishes and ideas, selecting the avenues to explore, paraphrasing ideas to check understanding before evaluating • evaluates constructively • decides when a solution has been reached • commits to next action The team is working with and for this person. The problem owner is responsible to get as much as possible from the team. How the problem owner interacts with team members and their ideas will have a profound impact on the productivity of the group, so it is important that interaction with the team members is designed to increase their involvement.

Create Incubators for Innovation

Mr. Harsh Mariwala, chairman, Marico Industries, believes his corporate social responsibility is spreading the message of innovation as the practice of innovation can build the Nation. He believes that innovation flourishes in an open, empowering culture, a prototyping culture. ‘We give a new business idea to a team and empower them to implement it. We then remove the escape button’. Like the Greek leader who burnt all the boats and bridges once his army was on enemy territory. The commando force was infused with a do or die attitude; there was no way back -- the only way was forward to victory. ‘The idea is first incubated in an Incubation cell. They report directly to me for 2 years. It is dismantled once their role is completed. Today, for example, the Kaya Skin Clinic is a flourishing new business. Each of my product teams identifies their innovation agenda as part of strategic planning.’ ‘We are driven by our concern for the environment, and preventive natural good health. To us a customer is a person with constantly rising aspirations. Our suppliers are our partners in business.’ ‘“We believe in orbit shifting innovation. To be acceptable, innovation should translate into cash flow. We have experienced that in our company.’

Management systems and implementation : Steering Committee

Create a steering committee to lead and co-ordinate the Innovation Initiative. The Chief Innovation Officer is usually the chief executive. He is supported by the Innovation Champion and at least two members of top management. This committee will conduct monthly reviews. They will ensure smooth process flow while inspiring the teams to deliver results. The duties of the Innovation Champion will be as follows. • Ensuring that innovation spirals meet regularly. • Organizing training of the trainers and others on an ongoing basis. • Regular follow up to ensure that tasks agreed are carried out. • Facilitating collection of monthly reports and preparing a consolidated report. • He will handhold teams, encourage and promote innovation across the company. The steering committee meets once a month to review and take corrective action. Footfall in the working areas and daily workplace meetings can encourage greater commitment and engagement. The launch should keep the whole organization informed and excited about the plan. The floor should be kept open for those who would like to participate. All teams can meet to gather forces for implementation. The management of innovation depends on the structure created to institutionalize it. Sustained innovation should be recognized as a critical element in organizational structure. Large companies have now finally begun to recognize this. They should ensure that support is provided for innovative projects with potential.

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.

Innovation Bytes

The metamorphosis model of organizational development describes the organizational life cycle of companies which passes through cycles of growth and decline: Emergence – Growth –Decline – Death The first phase is often entrepreneurial and innovative with a sudden burst of energy capturing a new space in the market. This creative phase is terminated in a leadership crisis. It was Schumpeter who said, ‘It is rare for anyone always to remain an entrepreneur throughout the decades of his active life.’ This cycle then progresses from entrepreneurship to an organization that becomes slow and complacent. By focusing on innovation, you may rescue an organization in the declining phase of the organizational life cycle. Re-innovation or renovation becomes important when an old, traditional company goes into decline. It provides the inflection necessary to leap frog over the down hill phase. Every organization has to prepare for the abandonment of everything it does - Peter Drucker

Innovation in Indian Management

Indian management is often conservative and insists that people work nine to five and stick to the knitting. Few companies have what IBM called ‘wild ducks.’ Conformity has been a central value of Indian life. All wild ducks are tamed to conform long before they reach the workplace. Innovation comes from people. Technology is only a tool that may enhance it. People and their invisible minds are key. Thinking tools are a mechanism to teach creativity. This requires exploding myths about obedience and stereotypes about ‘good’ managers who do not rock the boat by asking inconvenient questions. It also involves promoting, nurturing leadership styles. Just as the quality movement in Japan started in society and slowly built up into a tidal wave overwhelming industry, the innovation movement too needs to start with a change in social values. Innovation is a customer based and employee respecting philosophy that has benefited many modern organizations. It is also a tool that can shape organization culture into a happier, more humane, friendly place. An Innovation Star sustains and nurtures innovation spirals and the innovation process that is critical for success.