To what extent are you responsible for innovation in your company? The reality is that unless they're in research or product development, most people in organizations don't think of themselves as innovators. In fact, many managers discourage their people from inventing new ways of doing things — pushing them instead to follow procedures and stay within established guidelines. I was reminded of this distinction between "official innovators" and "everyone else" when I met with a group of high potential managers in a consumer products company. While everyone agreed that innovation should be accelerated in the firm, many felt powerless to act on it. "After all," they said, "new products need to come out of the labs."
Making Innovation Happen
A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.
This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. Tweet ______________________________________________________________________________________
Entries in management (138)
“Imagine an NFL coach,” writes Roger Martin, Dean of the Rotman School of Management at the University of Toronto, in his important new book, Fixing the Game, “holding a press conference on Wednesday to announce that he predicts a win by 9 points on Sunday, and that bettors should recognize that the current spread of 6 points is too low. Or picture the team’s quarterback standing up in the postgame press conference and apologizing for having only won by 3 points when the final betting spread was 9 points in his team’s favor. While it’s laughable to imagine coaches or quarterbacks doing so, CEOs are expected to do both of these things.”
Changing an entire large organization is never easy; only about a third of all such transformations succeed. One problem many organizations run into as they implement a change program is faltering momentum because employees just don’t change the way they work. Sometimes they don’t want to, and sometimes the reason is a poorly structured plan that makes change harder. Our recent experience at a European retail bank shows the benefits of starting to implement change by focusing on the employees who have the most influence over the daily work that needs to change. This approach can ensure that a successful transformation happens faster and that employees remain engaged in the long term.
This is a well researched article from McKinsey's. Whilst it is not ground breaking, it is worth a read just to remind yourself about what you do know about change.
Download the full article here.
You come up with a great new idea at work, or at home. Or a political leader actually tries something “new and different” when faced with a previously intractable problem. But then, rather than grateful acceptance, or even a fair hearing, the idea is squashed, ridiculed, or otherwise ignored. Sound familiar? It should. As anyone who has ever suggested a creative solution knows, people often avoid the uncomfortable uncertainty of novel solutions regardless of potential benefit. Creativity, no matter how much we say we like it, frequently elicits what my grandmother used to warn about, “too smart is half stupid” (for a current illustration look no further than the Obama administration).