Innovation - "Process Check"

Innovation - "Process Check"

For true innovators in any market, especially in mature markets, the lack of following a defined process can spell failure in execution of a great idea.
“Structure” and “Innovation” are two terms that may seem at odds – one rigid, the other unbounded. Some people feel that innovation is “un-definable” and comes from some enigmatic, Ah-Ha moment. Although innovation can come from Ah-Ha moments, even inspired ideas can die an untimely death when execution misses the mark. Other paths to innovation can come from less mythical beginnings.
Many of us operate in the relatively mature business of custom manufacturing. This segment may not at first-glance appear flashy or innovative, but in fact significant flash can come from this sector when you harness the power of employee engagement in innovation.
Based on the writings of Govindarajan and Trimble, “Beyond the Idea”, my company has done just that. We began by subscribing to their definition of innovation that speaks to the difficulty spectrum of easier or harder to accomplish. This spectrum identifies 3 primary modes, namely S-simple, R-repeatable, and C-Custom. While there is more say about creating the right environment for innovation, the PROCESS itself is critical to define and implement. Doing the hard work of creating the innovation processes is well worth the time up front to ensure repeated innovative ideas (and dollars that follow).
Innovation comes easily to a few unique people. Innovations for the rest of us canhappen, but may require a more structured process. Systemic innovation, using a defined process, is in itself innovative. When we have a process with the expectation to engage, while creating the right culture, we get more ideas across the finish line. From S-R-C definitions, we created both process and accountability. “Beyond the Idea” taught us what and why, while we created the how. You can as well. The results are stunning - powerful and repeatable innovation, every day. We combined the concepts of Lean and the Seven Wastes into the processes of innovation and created value from the floor to the board room.
Answer the question, “How do I engage with the company to use my innovative ideas to help the business improve, thereby endearing me to my employer and my self-pride?” by building a process. Ensure the process is clear and accessible to all your associates at all levels.
Don’t let your group leaders tell you that “we do innovation” because we are just that way. Ask them what their process is that drives innovation and what percentage of the workforce contributes to ideas and the resulting projects. The final scorecard to innovation is not the calling card of “highly innovative team and culture.” Instead, it is how many points of variable margin did you put on the bottom line, or what new products are you selling that bring new margin to the business.
Successful innovation systems are financially successful when supported by a culture of engagement. Is innovation working for you? It's time for a PROCESS-CHECK.