Only 7 percent of companies are delivering on the growth triple play by unifying creativity, analytics, and purpose. They are driving average revenue growth of 2.3 times versus peers from 2018–19 (which increased to 2.7 times versus peers from 2019–20). McKinsey
Many #innovation #leaders are feeling “hung out too dry.” It’s not for the lack of desire to innovate for sure. The challenge is the current innovation processes themselves are not always conducive to actually innovating:
- the effort hits balance sheet and potentially impacts profits
- organizational teams fear the unknown and not being involved so often does not support the effort
- some innovation leaders alienate team members by pushing too hard
- and the priorities of the day simply just get in the way of doing new things.
Innovation is not a buzzword, it is not easy and it is not for the faint at heart. In a hyper-disruptive economy where technologies are impacting everything and changing at unfathomable speeds, keeping pace with trends will take a concentrated effort with very little tolerance for complacency.
Times of uncertainty bring times of doubt and fear on taking risks and making changes. However, the opposite is needed to continue growth in challenging economic times. Companies that infuse creativity and combine creativity with analytics and as McKinsey notes, PURPOSE, continue growth at a faster pace. These companies are creating new products that matter to their customers, they are innovating new campaigns and ways to engage customers as well as new ways to acquire new customers. Innovating methods, business models, and campaigns are just a few outcomes of driving creativity and an analytic savvy in your company’s culture.
Innovation does not have to be groundbreaking disruption (of course it can be! but does not have to be). Iterative changes to the benefit of future needs of customers can be a ground breaking change for your company’s growth strategy. What is your company’s risk tolerance? What freedom to play with new ideas does your innovation team have or your new product development team encourage? How well aligned are creative process with sales, marketing and product teams?
Plazabridge Group has been involved with 100’s of projects over 15 years and we’ve see success come to those that double down in the hardest times staying future focused. Segmenting out a future’s team that focuses on the future is important. The day to day business must keep going. There are a number of methodologies that work well but none will work at all without a few key changes to the organization to ensure ideas flow from ideation to commercialization.
In the The Wall Street Journal article: Why More Companies Are Putting the LEGO Group Bricks in the Office LSP has been used by the U.S. Naval War College (Warfare Division), and spread across energy, transport and finance industries. Companies including Google, Ernst & Young, Microsoft, Visa, Lexus and @Procter & Gamble have used it. Plazabridge Group uses LSP in our innovation future planning workshops for companies.
The key is not all play! The necessity to drive a stronger analytic savvy is critical to the effort. In the efforts to create, we must answer the questions: WHO CARES? and WHY? and WHAT WILL THEY CARE ABOUT IN THE FUTURE?
Here are a few tips to consider that may help make driving innovating just a bit easier on the organization:
1. Build your innovation team’s sandbox and give them freedom to work within these constraints. Innovation is not permission to roam freely and haphazardly. Under a defined set of guidelines with a defined budget and set of resources the innovation team can be quite effective.
2. Remove barriers to approvals under the above guidelines. Allow the innovation team to introduce to departments and company leaders new ways of thinking by hosting events or information sessions to the teams. By doing so it begins to remove fear of the unknown and the mystery around the effort. Open communications and systems can be a very positive outcome.
3. Don’t be afraid to approach innovation from outside. There are a number of ways to do this but you will need a strong leader inside to lead the way and manage the inside out and the outside in process.
4. Recognize that new innovations do not always fit nicely in the current company structure, processes and culture. Consider spinning it out and investing in new ventures as their own entities.
At the end of the day, you need strong people with a tenacity to pursue outside the world of the unknown. This does not always feel comfortable to the organization. Just don’t leave the innovation team “hanging out too dry!”
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