InnovationDNA:
Fundamental Principles of Innovation
It is useful
to view the operational elements depicted on the helix as a roadmap,
beginning at the bottom portal and moving upward. Here are brief
descriptions of the model's seven operational dimensions
Challenge
-- the Pull: Innovation, by definition, means doing things
differently, exploring new territory, taking risks. There has to
be a reason for rocking the boat, and that's the vision of what
could be.the challenge. The bigger the challenge and the commitment
to it, the more energy the innovation efforts will have.
[examples]
Customer
Focus -- the Push: All innovation should be focused on
creating value for the customer, whether that customer is internal
or external. Interaction with customers and understanding of their
needs is one of the best stimulators of new possibilities and the
motivation for implementing them.
[examples]
Creativity
-- the Brain: Everything starts from an idea and the
best way to get a great idea is to generate a lot of possibilities.
While creativity is a natural ability of every person, the skill
of developing a lot of ideas and connecting diverse concepts can
be enhanced through training and exercise. It is up to the leadership
to provide the direction and stimuli to spur creativity.
[examples]
Communication
-- the Lifeblood: Open
communication of information, ideas and feelings is the lifeblood
of innovation. Both infrastructure and advocacy must exist in an
organizational system to promote the free flow of information. Organizations
that restrict this flow risk atrophy and even death.
[examples]
Collaboration
-- the Heart: Innovation is group process. It feeds on
interaction, information and the power of teams. It is stifled by
restrictive structures and policies as well as incentive systems
that reward only individual efforts.
[examples]
Completion
-- the Muscle: New
innovations are projects that are successfully realized through
superior, defined processes and strong implementation skills-- decision
making, delegating, scheduling, monitoring, and feedback. And, when
projects are completed, they should be celebrated.
[examples]
Contemplation
-- the Ladder: Making
objective assessments of the outcomes, benefits and costs of new
projects is essential. Gleaning the lessons learned from both fruitful
and failed projects builds a wisdom base that creates an upward
cycle of success. Documenting and evaluating projects is a critical
step that helps perpetuate innovation.
[examples]
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