4 ways to kill innovation

Harvard Business Review had a great post last week titled "5 Warning Signs That Your Innovation Innovation Is Going Out Of The Runs."

I had to finish as I read the emphasis on how to make innovation projects focused on core business, instead of competition. I was not kidding because it was fun. I watched that I've seen all five warning signs & # 39; investigated as the basis of the innovation stage, not as undesirable by-products. We are often proud to act in such a way that produces only these tags. How wrong is that?

Based on a number of proximity points, we set innovation as a competitor in our current model. It's time we changed the facts!

We create a special team. I actually recommend this to be part of my advice. When we explore new routes, we often need a focused team. But that does not mean that the team works as a separate entity from other companies. It definitely does not mean that the team is promised, given special measures or treatment. But that's exactly what I see often. The innovation team will be the rock stars and the core group will be bones. There is no way of growth.

We create a competitive environment. Whether it's for budget or funding, attention or recognition, we often grab our new innovations against our core business. We are committed to creating momentum. In fact, we live with a mess. All too often, we forget that we are all in the same team. When leaders forget this fact, our employees are sure to follow. I've seen teams that are located in being so competitive that they would do something to win against the team, whether it was good for the company or not. How does our business grow in infighting? The enemy is out there, folks.

We take either / or solution. The best innovations often build on our core business. That means we look at them with the perspective of "and", not "or". But how often do we live with an environment where it must be chosen? Either do we get to our main employee as we push for innovation? Either financed by this project or one thing – the winner takes everything. Constraining the choices of our main subjects and innovation is not necessarily the best way to increase growth. Our business loses.

We use the legacy of a business model as a basis for comparison. Talk about the kiss of death. We introduce innovation to expand beyond the core of our business models – and then we recommend that the success of innovation is based on the exact models we want to develop. This new innovation is not gaining market share in the same proportion as delivering the same profit margin as our entrenched core business? Turn your head off! How again is this? This approach allows us to stand in Gravity – the very position of Quo we were focused on removing when we started our innovation.

Successful innovation is important for business growth. But when we separate innovation from our core business, break it apart as a unique process or proposition. We focus on innovation as "outside" in our core business. We make the innovation exception rather than the rule, treat it as a temporary exercise rather than an integral part of how we work daily.

Only when we embrace innovation as a conscious and continuous part of our daily work can we reap the rewards.

Do you have innovation is an integral part of your business? Or is it a special thing, separate and divided from your core business? If it's former, good for you. If this is the latter, it's time to change how you look at and respond to innovation.


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