Your innovation management process isn't working. What are you doing wrong?

Um dos maiores equívocos em gestão da inovação é considerar a aplicação de um modelo de gestão universal. Antes de se estabelecer uma estratégia e um modelo de governanca, é fundamental investigar amplamente o propósito e ambição de inovação da companhia através de perguntas provocativas à alta liderança, e a toda a rede de calaboradores de maneira representativa. Mais importante ainda, é envolver clientes atuais, adjacentes e futuros para vislumbre de horizontes de curto, médio e longo-prazos nos quais a empresa focará nos anos subsequentes. Contudo, a cultura organizacional não pode ser ignorada nesta etapa, pois em qualquer jornada, deve-se identificar a melhor direção, mas fica mais difícil quando não se sabe de onde se está partindo.

Make sure your innovation goals are clear and match your overall business strategy. Ensure you have enough money, tools, and support. Involve various people, including customers and staff, for more ideas and feedback. Manage risks well to handle uncertainties without limiting creativity. Use an agile approach to quickly test and improve ideas. Recognize and reward creative efforts to keep everyone motivated. Have a plan to expand successful innovations. Stay updated with new trends and technologies. Regularly check and adjust your innovation strategy to stay effective.

Innovation isn't just about bright ideas; it's about fitting them into the big picture 🖼️. In any innovative area, where the pace is rapid, aligning innovation with your business strategy is crucial. Think of it like a puzzle 🧩 - every innovative idea should be a piece that fits perfectly, contributing to the overall vision. This ensures you're not just chasing the latest trend, but creating value that resonates with your core competencies and customer expectations. Remember: - 🎯 Set clear innovation goals that mirror your strategic objectives. - 🗣️ Communicate these goals to ensure everyone's on the same page. - 🌱 Foster a culture that's ripe for innovation and aligns with your values.

Innovation thrives within a structured framework, where a well-established process delineates clear roles and responsibilities. By defining each individual's contribution and accountability, teams can navigate the complexities of innovation with greater efficiency and focus. This structured approach not only fosters collaboration but also ensures that every aspect of the innovation journey is carefully considered and executed, leading to more impactful outcomes.

Innovation begins with ideation and ends with the desired output. If there are challenges in getting the output at the end of the innovation process, examine these 4 aspects: 1. Scope Definition: What's the "big picture" business strategy to be accomplished? 2. Stakeholders involvement: Who are the keys persons to be involved and at what stage of the process? 3. Development: Constantly aligning technical functionalities and system limitations to the desired output. Do any of the limitations put the expect output at risk? 4. Customer-Centric Processes: How will the output interact with the target audience? Constant evaluation happens at every stage, but planning is important prior to a project kick-off to pre-empt risks.

Having a clear innovation strategy is crucial for achieving your innovation goals efficiently. To develop a successful innovation strategy, start with careful planning. You should align your innovation strategy with your overall business goals and determine the needs of your target market. I suggest you define your value proposition and follow a structured process to execute your innovation strategy effectively. To measure success, set clear KPIs and monitor future trends. It's also vital to involve continual experimentation, learning, and adaptation. By having a well-defined plan, you can maximize the impact of your innovation efforts and make sure everything runs smoothly.

Engaging the Unheard Voices for Innovation Success Lower-level individuals possess valuable knowledge about organisational challenges and potential solutions. • Create Open Communication Channels: Platforms where employees can share suggestions without fear of reprisal. Anonymous suggestion boxes or digital platforms. • Encourage a Culture of Openness: Leadership must actively participate in a culture where feedback is sought and valued. Recognise and reward employees who contribute ideas. • Ask the Right Questions: Develop open questions encouraging employees to think critically about improvements and innovations. • Act on Feedback: When employees see their ideas implemented, it reinforces the value of sharing their insights.

Identifying why an innovation management process isn't working requires a thorough analysis of various factors. Here are some potential reasons why the process might not be effective: 1. Lack of clear objectives 2. Inadequate resources 3. Resistance to change 4. Poor communication 5. Lack of diversity 6. Inefficient processes 7. Failure to leverage technology 8. Insufficient focus on customer needs 9. Lack of leadership support 10. Inadequate measurement and evaluation Addressing these issues requires a holistic approach that involves aligning organizational culture, processes, resources, and leadership support to foster a conducive environment for innovation.

If the innovation management process isn’t working then it is important to consider and check the following 1. Do we have the stakeholder buy-in? 2. Have we communicated the process to employees in all levels within the company?

La etapa de planeación es la más importante en el proceso, pues nos permite identificar cada etapa y las actividades que las componen, con la intención de ir entendiendo la importancia de la estrategia definida. Aquí también se consideran las variables más críticas de cualquier proyecto de innovación, que en mi caso son: la efectividad de la comunicación, la necesidad de retroalimentacion de las personas que nos acompañan en el proceso y sobre todo la flexibilidad de ajustar el camino sin perder el objetivo.

If your innovation process isn’t delivering, it might be due to a limited ideation phase. A common pitfall is the echo chamber effect, where ideas are recycled within a small group, leading to a lack of diversity and fresh perspectives. This can result in innovations that are incremental rather than transformative, failing to capture new opportunities or address unmet needs. To tackle this, widen the ideation circle to include diverse voices from various sectors, potentially even beyond your organisation. Employing structured brainstorming sessions and design thinking can spark fresh, impactful ideas. It’s vital to have a system in place for capturing and assessing these ideas to pinpoint the most promising ones.

In my experience the lack of ideas generally stems from the generating pool. Add a diverse group of people, not only ethnic but also from different disciplines. Creative inspiration can come from ANYONE. Humans are resourceful people and our combined experience is formidable. If you are having trouble generating quality ideas, expand the pool methodically. The idiom, “Think outside of the box” is tried and true.

A more customer-centric approach is crucial to ensure innovations resonate with concrete market demands, offering substantial solutions. In my experience, many people love their own ideas but often miss the mark in meeting real customer needs. It is important to focus more on customers to make sure innovations actually address what they need. Finally, investing effort in making a good discovery process and presenting it in a way that others can understand the customer context and needs before contributing with ideas, makes huge difference in genarating high-quality innovation.

Innovation fundamentally is to find a "creative solution", so you have to ensure that you foster that culture within your team and challenge them to not always think in a structured manner (classic strategy methods / power point slides / administrative workload!) but allow them to consistently challenge each other and ideas through debates / thinking sessions / general discussions that lead to idea generations no matter how wild, as long as you ultimately answer the question - "what problem does this solve!".

Bring outsiders - like customers & end users - to join your ideation sessions. Usually, companies are so internal oriented it created a bias on what they can do vs what the market needs.

Innovation management relies heavily on a robust ideation process, and when this process falters, it can impede the generation of groundbreaking ideas. One key reason for poor ideation may be an ineffective brainstorming approach. Traditional brainstorming sessions often lack structure, resulting in a chaotic exchange of ideas that may not lead to meaningful outcomes. To address this, businesses should implement structured ideation sessions, setting clear goals and guidelines to channel creativity in a purposeful direction. Furthermore, a lack of diverse perspectives within the innovation team can limit the variety of ideas generated. Homogeneous groups may struggle to break away from conventional thinking patterns.

Adopting an Open Innovation approach can allow diverse individuals with varying perspectives to come together and generate a broader range of creative ideas and solutions. This collective intelligence enables quicker ideation, leading to more relevant and impactful innovations. Involving external partners and customers can also provide valuable insights into unmet needs and market trends, ultimately improving the overall customer experience.

To fix our idea problems, we need to think bigger and outside our usual circles. Being stuck in the same old thinking doesn't help. My take? Get ideas from different people and places, not just the ones we already know. It's important to mix it up and listen to customers, partners, and even folks from other areas. Using tools to brainstorm is good, but what really makes a difference is using online platforms that bring us tons of new ideas and inspiration from all over the world. In short, the best ideas come when we're open to new stuff and ready to try things we haven't before. That's how we find the really cool ideas.

In my experience, there is rarely a shortage of good ideas. The main problem is those good ideas are not good ideas for the enterprise creating them. To your point @Rohit, getting a robust decision making process in place to assess the ideas needs to happen before any fresh ideas are created. Apply it to the legacy 'skeletons in the cupboard' and kill those emotionally defended pet projects. Then you can move confidently in to a brave new world.

Defining suitable metrics is key 🎯. Metrics must reflect innovations' unique lifecycle and scalability potential. Look at success stories 🚀 - they often have robust, transparent, adaptable, data-driven evaluation frameworks. - Review best practices 📊 - Celebrate wins and learn from misses 👍👎 Simple, consistent criteria lead to better decisions in the dynamic world of business innovation. 🌐💡

Innovation evaluation often falters due to unclear criteria, perceived limitations of the current state and group bias. Many teams prioritize initiatives or ideas through a popular vote of limited stakeholders which risks overlooking groundbreaking ideas in favor of consensus-driven choices. To foster true innovation, in addition, to establishing clear criteria, we must embrace a range of diverse evaluation methods with cross-functional stakeholders and encourage independent thinking. This ensures we unearth the most promising, possibly disruptive ideas, rather than just the most agreeable ones.

Optimizing the evaluation phase transcends mere selection; it's about strategically sifting through a wealth of ideas to unearth those with transformative potential. A common pitfall is the reliance on subjective criteria or arbitrary decision-making, which can skew the process toward safer, less innovative options. Instituting a multidimensional evaluation framework that quantitatively and qualitatively assesses ideas against clear, strategic benchmarks—such as market potential, alignment with core capabilities, and scalability—can significantly refine this process. Incorporating diverse stakeholder perspectives, including potential end-users during evaluation, ensures a more holistic assessment.

Based on my experience, let's tackle the evaluation phase—where the wheat gets separated from the chaff! Problem is, if your evaluation process feels like a shot in the dark, you're missing out big time. You need a rock-solid system that sifts through ideas like a pro, kicking out the duds and spotlighting the gems. So, get those criteria crystal clear—think feasibility, desirability, viability, and fit—and stick to them like glue. And don't stop there! Dive into methods like scoring, ranking, or prototyping to give those ideas a thorough once-over from all angles. Trust me, with a solid evaluation game plan, you'll be turning those ideas into gold in no time!

Un ejemplo de metodología para evaluar es establecer los criterios y preguntarse si cumple o no con los mismos, los que no cumplan van quedando afuera, este es un ejemplo sencillo de evaluación de propuestas.

This is very true. An organization has to build pathways for innovation to go forward. Here it is also possible to do some open processes where collaborators can bring the agility and speed the organization lacks

It happens when Innovation is a key priority only on your PowerPoint slides. Start behaving like it is a real priority and you will see a real change.

El mayor reto en el foque de innovación esbelta y ágil no es la metodología, ni los procesos, ni los instrumentos, ni las herramientas... ni siquiera el dominio de las tecnologías exponenciales (o emergentes como también se les conoce). El mayor reto es la resistencia al cambio del ser humano. La evolución del accountability es preponderante.

In my experience, formal standard operating procedures are important for the organization to track, time and repeat product development. At the same time "flexibility" is key especially in case of radical innovations where there is a lot of uncertainty. Being flexible means taking calculated risks, testing and failing, and if need be, also including new features during the development phase. At the end of the day, you want to launch a winning product.

Here's a twist on development: antiquated, unfit for purpose programs, or the complete lack thereof. This is particularly common in industrial sectors. Software has a clear advantage: developers are used to the Agile rhythm and focus on deliverables (themselves prioritised by customer-driven product managers). Hardware and industry, despite the brainpower available across the various sectors, are less privileged: strong R&D cultures glorify 'mad scientists' and render innovation development programs difficult to deploy. However, when processes are set in place with executive backing and resource pledges for early customer validation, rigorous testing of prototypes and simulation of various designs, this can be remedied rapidly.

Especially by creating digital products, developers and leaders tempt to „overengineer“ their solutions. A good approach are MVP‘s (minimum viable products) or interactive prototypes. And they can be pretty straightforward and easy to create! >> Sometimes just a simple form on your website, where people can sign up for your upcoming innovation, is already the best indicator to check the business value and if you are solving „the real problem“ or missed something completely.

The linchpin to achieving "rapid development" lies in the practice of failing fast, inexpensively, and regularly. Whether employing agile frameworks, adopting a streamlined variant of the Stage-Gate method, or crafting a bespoke hybrid approach you need to find your own way into this by fostering a culture that embraces change, actively seeks feedback, and ensures alignment with market needs. Embracing the philosophy of failing fast necessitates creating an environment that encourages flexibility, where iterative learning is valued, and the cost of experimentation is minimised.

Executing ideas quickly and efficiently is crucial for successful innovation. By breaking down projects into smaller, manageable tasks and leveraging task-based outsourcing, organizations can gain the needed leverage to execute projects faster and more efficiently.

Accelerating development hinges on embracing a culture of agility and continuous improvement. Overcoming sluggish progress demands dismantling the barriers of traditional hierarchies and procedural inertia, paving the way for a more dynamic, iterative approach. Integrating principles from agile methodologies, such as Scrum or Kanban, can significantly enhance responsiveness and foster a mindset of "build, measure, learn." Moreover, incorporating cross-functional teams in the development phase can harness diverse expertise, encouraging rapid prototyping and iterative releases. Leveraging modern cloud-based tools and platforms facilitates seamless collaboration and real-time feedback loops with stakeholders.

Based on my experience, the development stage—where ideas take shape and dreams become reality! But here's the snag: if your development process feels slower than molasses, you're hitting a roadblock. You need speed and agility to whip those ideas into top-notch solutions that customers will rave about. Cut the red tape, ditch the bureaucracy, and streamline your procedures for a leaner, meaner approach. And hey, don't skimp on the resources—time, money, people, tech—you name it. Give your teams the tools and freedom they need to sprint towards success. With a turbocharged development process, you'll be delivering game-changing innovations before you know it!

To optimize implementation, it's essential to maintain a dynamic approach that involves regularly assessing your reactions to consumer feedback. This process should inform adjustments to your strategy, ensuring it aligns with the evolving needs and preferences of your potential/clients. Furthermore, it's crucial to effectively communicate any improvements or insights derived from this feedback loop with your team members. By doing so, you foster a close market feedback-process, thereby enhancing the relevance and effectiveness of your strategies and implementations.

The innovation process does not end with the launch of the product on the market, it is key to optimize and design the Goto market strategy with the same care.

In most cases, innovation truly begins after a product has been launched, as this is when valuable insights about its usage and potential improvements are gained. This also means that updates need to be delivered at a much faster pace than before in order to keep up with user needs and expectations.

To fortify implementation, a multifaceted approach is essential, blending meticulous planning with robust communication strategies. The foundation lies in crafting a comprehensive launch strategy that encapsulates not just the market entry but also long-term engagement and growth paths. This includes pinpointing the most effective channels for reaching your target audience and delivering a compelling narrative that underscores your innovation's unique value. Additionally, fostering a support system that extends beyond the initial launch can significantly enhance customer experience and loyalty. Proactively addressing potential hurdles, such as market resistance or operational hiccups

Based on my experience, let's tackle the implementation phase—the moment of truth when your innovation hits the market! But here's the rub: if your implementation feels like it's falling flat, you're missing the mark. You need a rock-solid process that ensures your innovation lands in the laps of your target customers, delivering the goods your business needs. Say goodbye to haphazard planning and lackluster communication; it's time to roll out a launch strategy that sings and resonates with your audience. And don't forget the ongoing support—your customers and teams need a guiding hand through any rough patches. With a strong implementation game plan, you'll be turning heads and winning hearts in no time!

Your innovation management process may struggle due to slow development and weak implementation. Speed up development by simplifying procedures, fostering flexibility, and allocating sufficient resources. Strengthen implementation with thorough planning, clear communication, ongoing support, and expert consultation, particularly in critical areas like cybersecurity. Learn from cases such as Hospira's Symbiq Infusion System to effectively address cybersecurity vulnerabilities, which may not be inherently related to medical devices.

El control y monitoreo en la fase de implementación es vital y no negociable. Esto permite establecer un acompañamiento en las primeras semanas en el mercado del producto o servicio y en dado caso implementar alguna contingencia.

The most important point I strive to make, from the 'C-Suite' down is, YOU are not your customer. Sometimes a difficult message to land (genuinely heard) Especially strong, opinionated individuals, with decades of experience in their sector. You'll no doubt know the ones I mean. I agree with you @Julia Kinner customer first. It's very funny, the point I make is that when both you and your customer know what they want, only one of you is right every time! Without an intimate understanding of their desires and drivers at an emotional level, you have very little chance of aligning you offer with their latent needs.

I've worked with clients that don't have a dedicated innovation team with a senior leader responsible for their vision and strategy. Instead, they give different innovation responsibilities to different teams as something additional beyond their BAU, and this doesn't work. Just like you have a marketing team, or a sales team, you need an innovation team, with people with experience in the domain, a dedicated budget, their own processes, and so on.

I endorse what Steve May Russell says. It is important that the whole product development process revolves around what the end user (the customer) needs or wants. It is important to explain this clearly to the customer and to monitor their response to the product afterwards. Further innovation to the product can then make the idea better. I remember the phrase from Ellwood “There is no finishing line”.

You need to consider what you want to measure. Define what your goal is, but for innovation. The final goal of every company is to make more money, but this needs to have a process, and you need to be clear what to measure during that process. Core business KPIs can’t be the same of those of innovations, and you can’t expect never to fail when innovating. So come up with useful KPIs to help you understand your progress

The biggest mistake in innovation is a lack of consumer focus. Innovation often relies on internal ideation processes that fail to understand consumer needs and whether they are addressed or unaddressed and what are the business opportunities resulting from this. The probability of someone coming up with an idea that addresses unmet needs of consumers without knowing what they are AND whether or not they are satisfied is close to zero. If you want to innovate more successfully, start with consumer needs and understand which needs are currently unaddressed.

A falta de métricas de inovação alinhadas a estratégia da empresa dificulta a aprovação de novos orçamentos voltados para ações de inovação empresarial.

Si tu proceso de innovación no funciona bien, quiere decir que lo has detectado, por lo tanto, tienes una estrategia bien definida que te permite saber cuando no está funcionando, y esto es la mitad de la solución, y te posibilitará tomar medidas rápidamente.

Resistance to change can be a significant obstacle to introducing new ideas. People are often content with the status quo and may perceive new concepts or approaches as threatening. Effective communication can help to promote a culture of innovation and overcome resistance to change. This means explaining why change is needed, how it will benefit the company, and how it aligns with its objectives. By doing so, you can gain support and reduce uncertainty. Engaging employees in the change process is also crucial. You can achieve this by involving them in decision-making and making them feel more invested in the outcome. This, in turn, will make them less resistant to change.

Reflecting on all of the contributions on the subject, I would like to mention that most people are posting general or academic terminologies, very few who offered "how". As to such, aligning goals and objectives happens after aligning vision. Everyone should be writing down in every possible detail how they see and understand the vision of the task result, then discuss and compare what was written down, combine and come up with a unanimous agreement on vision. This should clear out any misunderstandings of confusion. This should be done whenever possible.

In 1970, Roche secured a patent for Liquid Crystal Displays (LCDs). Despite initial dissent within Roche about LCDs' fit in the portfolio and skepticism about their potential in medical electronics, Roche sold the technology in the 1990s. I was part of the financial team involved in the disposal assessment, but my role didn't extend to evaluating the LCD technology's strategic value. The innovation process succeeded, but strategic alignment steered towards different priorities.