Despite growing recognition that innovation is the only sustainable source of growth, competitive edge and new resource, Arthur D. Little survey of 669 international corporations found fewer than 25 percent of companies believe that innovation is where it needs to be if they have to reach effective in the competitive market. After trying endlessly diverse options, business leaders are now adopting outstanding innovation as key features of operations, as previously been involved in quality, planning and management.
Of course, innovation is not a new discipline in most organizations. But the old way, even those who may have worked in the 80s and & # 39; 90s, are no longer adequate. Companies aboard participate in exciting experiences to reinvest how they create the future, because "business as usual" has not been successful.
Given the rapid pace of technological and global change, commoditization of product lines and industries and convergence methods, companies need to reinvest how they achieve the important task of "finding the future." After reviewing numerous companies and their innovative approaches for the upcoming book, I believe that working companies will embrace the following four principles of new-age management.
Principle no. 1 – Adopting a business for innovation must be comprehensive. One day in 1977, an engineer at Canon was a hot plot of iron a little too close to a syringe. The heat boiled a small amount of ink in the needle and expanded it into a gas that pushes the ink out of the needle. The result of this accident was Canon's revolutionary ballast pressure equipment.
Pfizer Pharmaceuticals, researchers who try to produce drugs that would stimulate receptors in the human heart ended up stimulating receptions elsewhere in human anatomy, which resulted in Viagra's violent wonder. NutraSweet, artificial sweetener, was discovered when a chemist who works for pain treatment licked her finger to pick up paper and noticed amazingly sweet taste.
While millions and even billions of dollars a year cost research, most business innovations come first and foremost by accident. And while serendipity will always play a role in innovation, most companies approach their innovation process into a smaller, unhappy fashion that is anything but universal. This may be a missile, as Gillette discovered.
Gillette bought over the last decade a lot of revolutionary products: Sensor. Introduced in 1990, the new rake system suddenly overshadowed inspectors, who were no fewer than 29 patents and men from Jakarta to Peoria to Paris, stumbled upon the proximity to the track. After selling at a high price, Sensor outsold is next to rivals ten to one. Gullette only devastated time after Sensor played, and began developing Sensor's offspring, Mach3, introduced in l998.
But Mach3, and a hit in North America, did not have the same effect on revenue growth or purchase price for Gillette. Super-premium goods sold poorly in financially depressed Asia, growth occurred, and suddenly Gillette was referred as a takeover target. Former poor Wall Street experts began to focus on Gillette's still hidden weakness: … reluctance, inefficiency, misunderstood inventory and requirements, Golbergian company built a structure over many years of acquisitions, it is under effective departments.
Lesson Gillette sudden transition of destiny is this: while breakthrough like a sensor is beneficial, must promote innovation in all areas of the company. Today, innovation is generally similar to how companies approached quality in the early 1990's. In those days, the quality of the department – products were inspected before they were shipped. Now, quality is the responsibility of everyone in the organization. It has become systematic: "That's how we do business here." Today, innovation is still tied to several departments – mainly R & D or marketing. New ideas are almost always straight from the top down, rather than from the bottom, from suppliers or from customers. But we are coming fast in times where innovation must be the responsibility of all.
To produce continued success, a small but growing number of business innovations are as much responsible for procurement, business and human resources, as it is for the development of a new product or marketing. It's not just the term to fall into the advertising and marketing of the company, it must be part of the DNA agency. This deep commitment to innovation as a core business does not prevent companies from purchasing a lower initial position as part of their growth strategy. B & D (Buy and Develop) is quickly taking place as well as research and development (research and development) as part of the overall business strategy. But the growth of purchases does not replace a deep-dated commitment to home-grown innovation, if these acquisitions are bearing fruit.
The only thing that separates you from your competitors is the skills, knowledge, commitment and innovations of the people's talent. To win the competitive edge, every company must try to provide customers with a value proposition that is much better than the one you bid yesterday. To work, companies must respond to new customer needs with well-designed products and services and business models that are expected to meet these needs. They must employ new technology that reduces the cost of doing business and allows more speed and customization.
For this reason, innovation can not be defined in one or two divisions or grown to an elite group of star classes. Instead, it must be the whole business, and it must include new products, new services, new methods, new methods, new business models and search for new markets. It must be universal.
Principle # 2 – Innovation must contain organized, systematic and continuous search for new opportunities. Back in the early 1990s, AT & T secondary copper allowed a small unit of its organizational unit to call the opportunistic range or ODD for a short period of time. This group of maverick thinkers conceals a truly odd task to shake up a giant company. One day since 1995, members of the unit dropped sandwich plates outside of an important meeting that read: "What would be long-term free?"
Although the question has been referred to as "absurd and insignificant", AT & T's long-term income is decreasing so rapidly that the company can sell its long-term business to accelerate the growth of its asset portfolio. Moral: Today, an unauthorized question seems unexpected this morning – or opportunity.
What methods do you and your business use to detect changes that may be caused by a court – if the appropriate action is not taken or a boom, if any. In companies that make innovation the core skills, there are special systems and practices that contribute to the lack of knowledge about social, demographic and technological change. Delphi Thermal Systems, Westport, NY Delphi Automotive, has a future consultation. Eastman Chemical in Kingsport, Tenn., Has formed a hugging team to track trends and ask search results such as: What does this development mean to us? How should we use them? What threats are on the horizon that we must respond to now if we have to change this change in an opportunity?
Although such questions are usually the scope of senior executives, the speed of change today needs more involvement. By creating an opportunity to get people from all the practical areas and all areas of the business to choose themselves for participation.
In addition to collecting data only, such teams can help to discover hidden possibilities and "aggressive criteria" that can prevent a survey from traditional departments. Creativity is assessed in such sections and allowed to flow freely. Effective innovation means more than just hatching ideas. It means being able to continue on these novel solutions and compete in certain results that create tangible customer values, improve processes and build new opportunities. Creativity and passion are required by thought and at every stage of the course to deal with bureaucracy and inertia. From little progress to the "betting business" product, ideas are subject to the commitment of people to implement them.
Future consultation or "opportunity SWAT team" as they are sometimes called does not make sure you are the first mover in any development. They will not ensure that you have found dismissal. What they want to do is provide an early warning system for imagination and innovation and creativity and dream of becoming part of the agency's content where there was no one. The trick is to keep the momentum going, to sustain the interest.
Principle # 3 – Companies must participate in everyone in the innovation process. Today, the vast majority of organizations do not pay their people for innovation. Indeed, they do not even expect to think! Nearly two-thirds of 641 executives and hours of workers, as Kepner-Tregoe, Princeton, New Jersey consultant, said, say that their companies do not even use half of their business. More than 70 percent equals their organization with a "slow truck" that claims that employees have not participated in decisions and lack of training or benefits. Many jobs have in fact been designed to completely eliminate the thinking, and not just entries for entry. Then, in the midst of a crisis, employees are prompted to suddenly be creative, to "think outside of the box" and managers are signed by the results.
In the innovation economy, this sluggish creation must be omitted. Unleashing the ability of people to solve problems and create opportunities will be important to survive. Teaching people how to "work the system" in the organization and competing in their ideas for implementing solutions is quickly becoming the actual job of progressive training departments.
Several companies have known all of this. Akio Morita, founder of Sony, believed that companies would never rise to their potential if all the thinking was divorced to management. "Everyone in the company must contribute," wrote Morita in his book, Made in Japan, "and for workers at a lower level, their contribution needs to be more than just crafts.
saving ideas, most companies have no organized approach to to stimulate or reap the good idea of their valuable resource, their people, not for companies that are built for continuous innovation as a whole. Some of Dana Corporation's plants receive 3.5 ideas per month, per employee, with a 75 percent implementation rate. At Disney's Triangular Gong Show, where anyone in the company can wear a new concept, the platform where the retailer was first at Virgin Group, on the way to London, the flight manager who did not like how she was treated to organizing her own wedding her led Alisa Petchey to think about the idea by talking about the matter.  Not any idea People who are compatible with me will be useful. Many become redundant, self-employed and totally useless. But having a non-organized method of harvesting ideas is otherwise creating billboards at the entrance to your company, which announces: "If we want your ideas, we would have asked for it."
Principle # 4 – Companies must constantly work to improve their climate for innovation. The term culture is commonly used to describe the values, traditions, priorities and ideas of the company. The culture of the company may aim to distribute the service of its code of ethics, "go for an additional mile for the customer" or its burning commitment to quality, or create a "social way" devotion, but its climate can reduce innovation by promoting excessive devotion and failure to make mistakes or take risks.
To assess the climate in your business, ask yourself these questions: What happens to creative, outdoor girls in your business? What happens when someone fails? How many people say to employees: "We want you to take risks and we want new ideas for bubble ahead. And we also want you to make your numbers and we do not want any embarrassing mistakes." Unfortunately, only a second half of this message gets. The first half falls on deaf ears.
There are at least three possible answers to "failure". You can: a) cover the failure and decline to acknowledge it. You can, b) acknowledge the failure, assigned due, or c) you can acknowledge the failure, try to learn from it, and share your studies broadly. Innovation companies are above all educational organizations. They realize that the level of education is in direct relation to how much open recognition has failed, and what happens to those who are related to the "failure" says everything about it as a progress in the future.
Unleashing the innovative climate has little to do with sending employees to the rah-rah creativity. It even involves the management of "innovative activities" – emphasizing the role it takes in the common conscience of the organization and the views of people about what behavior managers really expect.
Climate is the "feeling of the ceiling" that you get when you visit a company. This climate is created by routines, procedures and rewards. If the climate is favorable to innovation, you will perceive that everyone is happy for the Agency's progress – to reach a destination that has never been met; In other words, striking a certain stretching goal, whether it's a new product, a new business model or opening up new markets. The agency is in the state to become, rather than the state of being. It's creating the future rather than managing the past.
The organization with a favorable climate for innovation is one that provides people with a context in groups, groups, departments and departments without borders or fears. And since innovation is really a problem, this informal network can not only be limited to internal sources. A group of scientists at Rensselaer Polytechnic Institute (RPI) in Troy, NY, made a major challenge to groups involved in such revolutionaries as digital x-ray, digital light, Texas Instrument, GM & Sbr. Burner, IBM silicon-German instrumentation and DuPont biodegradable polymer. The study found that informal networks were important in all 11 revolutionary cases. The networks were not linked to the research and development community, but were run between research and development and business units and between research and development and external components: customers, suppliers and government agencies. These contacts helped to give early confirmation of the idea and ideological and financial support. They also helped to provide access to poor resources, friendly customers and state funding.
The new century promises to bring more changes, more complex and more competitive. Customer expectations and Wall Street will continue to rise. But companies that pay attention to strengthening this core ability have nothing to fear – and everything to accomplish.