Identify people in the company which are prone to disruptive thinking and have proven track of innovation, and mix them with C-level executives on creative workshops, where various topics will be discussed.
A major innovation barrier is a big company core rule: If something is not part of the strategy or is not within the KPIs (balanced scorecard), it can't go through.
Smart people will put an idea on the shelf and wait for climate change -> good bye disruptive innovation...
If you want to change something, you need to establish a mechanism to enable disruptive ideas to be analyzed, even though they are not part of existing corporate strategy or organizational KPIs.
That is hardly possible in the bureaucratic environment, where budget processes don’t give much flexibility (we are victims of the financial tools).
1. Identify top innovators in the company (with proven track of success - these who invented few new products, features, services or approaches); screen for those which are prone to the disruptive thinking and choose max 12 people (regardless of their position in the company)
2. Establish periodic extended top leadership team workshops (C-level suites + top inventors), where corporate strategy, existing challenges and new approaches will be discussed. Inventors will ask a lot of questions, challenge reality, offloading ideas, making unusual connections, while C-level executives will act as a facilitators, try to screen for ideas, open new horizons while discussing with top innovators.
Connecting the dots in front of top leadership team in the company might result with value creation.
Hi Branko,
I think the idea is applicable for the selection of ideas and projects - see my HACK: INNOVATION IN THE LONG RUN: RELAY-RACE AWARDS, where "connecting the dots" is suggested as an option. However, for the generation of ideas we need to have the process as distributed as possible, which goes in the opposite direction. In fact, we must ask why "Smart people will put an idea on the shelf and wait for climate change" as you write - I try to address this in my HACK: MINORITY REPORT: TOOLS TO OVERCOME THE INNOVATION DIVIDE. You are absolutely right this is one of the key questions, let us innovate the innovation by using the appropriate tools - help people to take the ideas from the shelves.
Thanks, Martin
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Hi Peter,
i am totally agree with you. the people who have innovations they don't have high jack or resource to conveert into product.ight be this happens because of there designation.
good initiative
Hitesh
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Hi Peter,
You are correct - not many companies can find more than 10 persons fitting into the profile.
I mentioned MAX 12 persons and that number can be reduced; reason is that a lot of people will try to be on that list, and number shall be controlled.
Cheers
Branko
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Hi Branko,
The criteria for selecting those people are for heroes ;-) They have to be 1) top innovators in the company 2) with proven track of success 3) who invented +++few+++ new products, features, services or approaches) and 4) take from what rests those which are prone to the disruptive thinking and 5) from that list, choose 12 people
Show me the first company who has 12 people like that in their organization ;-)
Cheers
Peter
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