Chapter 9: Communicating the Innovative Spirit

Synopsis
The organizations that will survive in the future will be those that are innovative. This chapter discusses the process of innovation and suggests ways in which organizations can foster the innovative spirit.

The process of innovation is one of "winnowing down" the possibilities to select several that can be useful to the organization. The process begins with idea generation, where the emphasis is on generating a multitude of novel ideas in a nonevaluative setting. The process continues with feasibility analysis which, through experiments or test runs, addresses the possibility of the ideas. Reality testing addresses how practical the ideas are. Do they provide a reasonable return? Are they consistent with organizational objectives? Finally, those that survive may pass to the implementation stage where the idea is acted on. Organizational barriers, such as too many rules and regulations, lack of resources, lack of commitment to research, and a short-term focus, can occur at any point during this process and hinder its progress.

To develop an environment that fosters innovation, the organization needs to design a system that encourages the flow of innovative ideas and increases the probability that useful ideas are provided speedy passage through the process. The chapter discusses guidelines that will accomplish this, such as requiring innovation as part of the job and then rewarding it, as well as eliminating lengthy proposal procedures.

Outline

1. Misconceptions
1. Myth 1: Innovation is risky.
2. Myth 2: Innovation is always the product of the revolutionary "big" idea or grand scheme.
3. Myth 3: Innovation is solely the product of a few great minds.
4. Myth 4: Innovation is product-focused.
5. Myth 5: Creativity is the same as innovation.
   
1. Lack of ideas is rarely the problem in organizations.
2. Some employees erroneously believe they are innovative if they can think up a lot of new ideas.
   
   
2. What is Innovation?
   
1. Idea Generation
2. Feasibility Analysis
3. Reality Testing
4. Implementation
5. Implications
   
1. Differing criteria of evaluation are used at the various stages of the innovative process.
2. Organizational barriers can occur at any point in the innovative process.
3. The time line for the innovative process is elastic.
4. An over-emphasis on any one stage can become problematic.
   
   
3. Measuring Success and Failure: Four Possible Outcomes of an Innovation
   1. Potential Success
   2. Enduring Success
   3. Temporary Success
   4. Failure
   5. Implications
   1. Present success is no guarantee of future success.
   2. The actual innovation is but the tip of the iceberg.
   3. Fostering meaningful dialogue sparks learning and knowledge creation.
      
      
4. "Stop and Go" Signs
   1. First, develop a formal corporate policy on innovation.
   2. Second, require and reward innovation.
   3. Third, develop company programs that encourage innovation.
   4. Fourth, train every employee to be an innovator.
   5. Fifth, eliminate lengthy proposal procedures.
   6. Sixth, foster informal communication.
   7. Seventh, learn how to properly reject novel ideas.
   
   
5. Blue Ribbons and Red Tape: Winston ChurchillŐs Invention of the Tank
   1. First, this passage illustrates the speculative nature of any innovation.
   2. Second, note that Churchill was the First Lord of the Admiralty at the time when he proposed and financed the tank.
   3. Third, the saga of the tank demonstrates the necessity for someone to be the champion of the idea.
      
      

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