Strategies for Sustained Innovation

While major product or Service discoveries make headlines, it’s the steady incremental inventions made by employees every day that give an organization the continuing growth it needs.

As innovative ideas

Leaders Create the emotional environment that promotes continued innovation at all levels.

While there Are exceptions, in larger organizations employees are inclined to feel removed from the purpose of innovation and are less inclined to take independent actions or offer revolutionary ideas.

The commitment to Establishing the perfect psychological conditions for innovation needs to begin at the top. It follows that, as a leader, you need to consider your own assumptions about innovation and their role in creating and altering your organization’s culture.

You Have to appreciate the Value of incremental in addition to major innovations, understand the psychology of innovation and take the lead in promoting an innovative culture. Otherwise, it’s simply not going to happen.

While your Organization’s innovative capability is dependent on multiple factors, there are several measures you can take to create the psychological conditions that favor inventive thinking, regardless of your business or the size of your company.

Establish A Clear Sense of Direction

Changing Cultures involves changing minds, which takes time. But as with any initiative, a clear sense of the goal can help to speed up the journey.

Your Organization’s mission will help to organize and direct the creativity of its people. What is the purpose of constant innovation in your business? Is it to add customer value to existing products and services. . . .to increase on-time arrivals?

Having A clearly articulated message allows everyone to focus on innovation where it can provide the best value. Innovation, as Peter Drucker has defined it, means creating a new dimension of performance. A feeling of mission clarifies the direction of functionality and helps determine which new ideas to focus on.

Open Communication

Open Communication between management and employees sets the stage for an atmosphere of trust. But if you want to establish a new, more trusting culture, you can not expect employees to take the first step.

Company leadership initiates the process of open communication by sharing information with employees on a regular basis.

Southwest Airlines coverage of sharing information enabled The company to weather the sudden increase in fuel costs during the 1990-91 Gulf War. The company kept everyone informed as fuel prices jumped. Southwest’s CEO Herb Kelleher sent a memo to pilots requesting their help. Through inventive thinking, the pilots discovered ways to rapidly drop fuel consumption without compromising security or support.

Leaders of organizations that sustain innovation provide multiple opportunities for communication.

While Not every company can offer an open-door coverage for its senior executives, or even an opportunity for regular face-to-face contact, every organization can institute programs that enable front-line employees to feel heard. From CEO lunches with cross-sections of employees, to monthly division meetings between employees and the general manager, to open intranet forums for idea sharing and feedback, leaders can communicate their willingness to hearing revolutionary ideas from those who are closest to the customer.

While Bureaucracy slows down action and is a significant impediment to innovation.

Smaller When Jack Welch was reengineering General Electric he said,”My goal is to get the little company’s soul and small firm’s speed within our big company.”

Faster Implementation encourages further inventive thinking. Think for a minute. In case you had an idea for an innovation, and it required 6 weeks to clear channels and another 3 weeks to get funding, do you have lost any impetus for additional contribution?

An Ownership mentality creates a strong incentive for creative thinking. When somebody is clearly aware of how his or her interests are aligned with those of the company, he or she has a solid reason to”go the extra mile” to further the mission.

Stock Possession is a significant, if not essential, incentive for workers. However on its own, profit-sharing will not guarantee your employees will think like owners.

When workers do not see how their individual Efforts affect company profitability, they are generally passive and reactive. To promote greater involvement, make sure each employee knows how his or her work affects company performance.


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