“Innovation distinguishes between a leader and a follower.”
These words of Steve Jobs, co-founder of Apple, describe the global corporate scenario more aptly today than ever before. In a world where availability of traditional factors required for business, such as technical skill, technological know-how, financial resources and productivity enhancement models, are only a matter of economic allocation, rather than opportunity, what truly defines who will determine the rules of the game is innovative ability.
How does one define “innovation”? There are as many definitions as there are proponents, observers and practitioners. This only seems to suggest that innovation is a multi-faceted phenomenon, which can change forms in different contexts and which can be an all-pervading driver of organisational and individual actions. It may be worthwhile then, to focus attention on what makes an organisation innovative. What makes an innovative culture?
It is universally accepted that an ‘innovative culture’, by default, implies that every individual takes responsibility for innovation. However, the initial push in this direction, and it must be a BIG push, has to come from the top. The leadership’s initiative and continued involvement has to be seen by every level of the hierarchy not only in letter, but also in spirit.
Another key ingredient is the way information is handled in the organisation. For teams and groups focussed on delivering innovative projects, withholding of critical information can be a huge impediment and a dampener on morale. Smooth organisational communication flows and effective knowledge management must be a priority for innovation to thrive.
A business is sustainable only if it answers to a (spoken/ unspoken) need of a customer. Innovation simply for the sake of innovating will not gain currency in the market. It must be tied to customer needs. Thus, a focus on customer centricity is a critical ingredient in an innovative culture.
Finally, efforts towards innovation must be not only effective but also efficient to deliver the greatest value. Thus, an accent on technology-enabled processes and systems is crucial. These investments often enhance the synergistic value of innovation.
More and more Indian corporate houses, including Mahindra & Mahindra, are now beginning to appreciate the critical role that innovation will play in their ability to take the lead in the marketplace. Some others, like the Tatas, have demonstrated such breakthroughs already. It appears that there are exciting and innovating times ahead for India Inc.
It appears that Innovation has become a huge theme at India Inc. of late. This is a all very well and indeed a good news. However, I believe that there’s a lot of hype surrounding the term innovation and there’s relatively little to show for. In that respect, you have rightly identified some of the key ingredients.
If I may add to what you have said, there’s another key ingredient that a few people talk about or indeed recognize as a part of the innovation game. This has to do with constant state of alertness with a view to get better insight into matter at hand. This state of alertness involves consciously taking in the input, analyzing it and modifying it consciously thereby raising the game through an iterative process. Equally importantly, this applies to everything that we do - routine tasks such as responding to routine emails and matters of greater gravity such as participating in and making notes of crucial meetings. This holds true not only of science and manufacturing industry which have traditionally been known as bastions of innovation, but really of all areas such as finance, arts, social sciences, to name a few. A whole range of activities really. It is through the constant state of alertness that one starts to see things that many others miss.
Most of us find that we are ‘required’ to be innovative when we take up a job, whereas till then there was no expectation of it. Most of us also find it difficult to cope with it as it then comes across a whole new culture for which we are totally unprepared. Therefore, what also is crucial is preparing the state of mind that can cope with the constant state of alertness. This I believe comes from upbringing at home as well as the formal education we receive. The education system that I was put under did not recognize this on the whole. Indian education system on the whole fails its users when it comes to preparing students in innovative thinking. At the same time we the users of that system are satisfied too easily; the system has little incentive to change itself.
The emphasis of many innovation programs is on the processes, systems, and training, all of which simply are tools that are only useful to a mind that is ready to use them. Most users of such tools end up using them mechanically; they still get some results, however, much of the potential of these tools and indeed the individuals remains untapped.
Finally, I’ve also observed that innovation is hard slog (the results of small innovatively carried out tasks often going unnoticed on their own), rather than inspired work with glamorous results that draws wide attention. However, it is really the small tasks performed innovatively day in and day out that raise the game of an individual or a corporation.
Once again, thanks for an interesting article. I hope you will find my comments useful.
Regards,
Vijay Tase
vijayt@peertechnical.net
I agree that innovation is driven by individuals. To work in a corporate environment, it must also be supported by the company.
There are certain people who are natural innovators, driving through obstacles and delivering, sometimes stepping on toes and certainly pushing the boundaries of cooperation.
These leaders will blaze the path for other, often no-so-strongly motivated innovators who need a somewhat smoother path.
A enabled process of innovation is key as you have identified. Sometimes this is technology: e.g. support for hosting and launching. Sometimes it is process: has there been a Privacy review? It is also allocating resources: 10% "innovation time", 20%?
At IntuitLabs, we're continually refining the innovation processes of Intuit, learning what it takes to produce radical innovations within a large company with an existing culture.
Great article - we've experienced similar insights and have explored similar solutions.