Here is another guest blog from Henra Mayer at Innocentrix
65% of the over 700 senior executives that were surveyed in a McKinsey Quaterly report entitled: “Competitive Advantage From Better Interactions” stated that they are disappointed with their enterprise’s ability to stimulate innovation.
Organisations are increasingly realising that innovation is not something that only needs to be mentioned in vision statements. It is a reality that needs to be implemented. Recent indications of another global recession is emphasising the importance of innovation once again. The market does not wait for those who are still trying to figure out the what and how of innovation management – but what are organisations doing to stay relevant, be sustainable?
Truth is, once the innovation strategy is written, the awareness creation plan approved and the idea management platform is procured, people tend to sit back and wait for the magic to happen. An ideation platform and strategic innovation planning alone are not going to deliver innovation results. People will, strategic planning for execution and focusing innovation efforts and direction will. But herein lays the challenge. The following issues or lack thereof are often stated as (at least some) of the reasons for innovation failure:
- Soliciting quality ideas;
- Engaging the organisation enough to ensure that the idea management platform deliver the desired results;
- Finding the experts and resources to take new ideas through to implementation;
- Effectively managing the stage gate process to speed up idea implementation – avoiding countless evaluation committees and board decisions for ideas to progress;
- Addressing innovation reward and recognition effectively
- Demonstrating progress, value and success (measurement);
- Addressing collaboration and interaction
- Successfully tracking ROI and project implementation
- Leadership and alignment of innovation focus with organisational goals
Some of the above issues are being addressed lately by means of crowdsourcing – it assists with surfacing good ideas and it solicits collaboration. Gamification is another concept that is being exploited in the context of innovation management. It is used to engage people to participate in innovation efforts, while it supports the integration of the organisation’s innovation eco-system in order to capitalise upon the knowledge of customers, suppliers, industry bodies and the like. Still, are interaction and co-creation valued in the innovation process? Some of the findings published in the report by McKinsey I referred to above state that:
- Wherever groups of people collaborate to solve problems—in the field, the supply chain, operations, marketing—innovations are more likely to occur at the front lines of interaction than at the corporate center;
- A company can boost the number and quality of the interactions likely to promote innovation if it creates the conditions that allow them to emerge;
- Successful companies include mechanisms and approaches that allow a portfolio of initiatives to emerge from internal and external interactions;
- To encourage more interaction, innovation, and collaboration, companies must become more porous by continuing to break down barriers to interactions—barriers such as hierarchies and organisational silos;
- Technologies and tools will promote the collaborative and dynamic pursuit, capture, and sharing of knowledge and will allow for more video, audio, and graphics to facilitate remote interactions and broader access to scarce expertise.
Have you thought about how you interact in support of innovation lately?
About Digital Bridges
Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.
Digital Bridges has recognised the changes to the enterprise environment, brought about by enterprise technologies like social media and SharePoint 2010 and is focussed on this. We partner with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.
We have also partnered with Innocentrix to bring Spigit Innovation software into this country.
Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.
Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.
To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on firstname.lastname@example.org.