What I found out…
Innovation is about solving specific problems, addressing needs for improvement, generate changes for the better by experimenting, learning, adapting. Innovation leadership can sometimes be a little bit like this too.
Last year, Scott Kirsner from InnovationLeader interviewed me on the topic “What did you wish you had known before you started as Innovation Leader?”. Although I believe I did most of what’s needed to stimulate innovation in a large organization, there were a few practices I would have doubled down on, knowing now the critical value of:
- … a specific definition. If innovation is not really well defined, there will be different interpretations, making it very difficult to meet all those expectations. Therefore, it is critical for an Innovation Leader to secure agreement with the leadership on a very specific definition and focus of innovation efforts. What’s in and what’s out? Focus on the core or beyond? Horizon 1-2-3? Focus on which strategic priorities? Internal or open innovation? … It is important to continue to have those discussions, as the business priorities evolve.
- … continued communication. Every part of the corporation needs to know what innovation is about: why, what, how. An Innovation Leader cannot enough broadcast the focus of innovation, spread inspirational examples, convey the impact of innovations. And do this with the leadership, with the regional teams, with all divisions, top down and bottom up, at big events, through awards, at innovation days, on metrics, on managing expectations.
- … quick wins. When the innovation job is created, leadership usually acknowledges that changing a mindset and experimentation takes time. But soon, other business issues come up and innovation risks to take a backseat. By bringing successful innovations to the attention (even if early on they are not super innovative or transformational), the value of innovation is illustrated, innovation stays on the corporate radar and key innovations in the pipeline get the time to develop. It is important to keep bringing up “quick wins”, as it is unlikely that dramatic innovations will emerge frequently enough.
There are of course many other success factors. It is key to create networks of innovators, of innovation leaders, of compliance, legal, IT, of a few trusted “partners in crime” (to get challenged and to brainstorm). It is essential to develop support tools, like internal and external agile teams and platforms to track and share innovations. It is helpful to limit process and focus attention and resources on passionate people, especially at the front end of innovation. However, these success factors are more under the control of the Innovation Leader, while the 3 ones above will create the space for the Innovation Leader and for the innovators in the corporation to be successful in innovatively addressing the business priorities.
As John F. Kennedy said:
“The best time to fix your roof is when the sun is shining.”
So, as Innovation Leader, I made sure (and would make even surer) to “walk the walk” and innovatively experiment with new ways to increase innovation focus, communication impact and quick wins. I learned from each effort, build on it, dropped the ones that failed and tried something different. Just like innovation itself…
More about this: How Attention From Top Managers Impacts Innovation , by Felipe Monteiro, INSEAD
Please share your insights below!
More of my blogs on innovation: Wim Vandenhouweele