INNOVATION GUIDELINES - SECTION SIX
A company (or a person) must change as fast or
faster than the environment or else degenerate.
Change is painful. It takes work to building new
value and it requires loss of old ways and value. It is resisted by a great
majority and [pursued only by a enthusiastic, disciplines minority who make
You must create an environment that supports
innovation or else all creative efforts will be subdued by inertial forces.
The fly into the web analogy.
Work against: rigidity; standardization; and
unity-think; fixed circular-thinking assumptions drive behavior.
Shape-up or ship-out those who:
entitled to progress without risk, extra or overtime effort, or change.
02. Are lazy;
argumentative before listening; and generally negative.
Expose everyone to on-going educational
assignments. Education takes work to gain new insights and requires giving up
old assumptions - a change conditioner.
Give all employees big picture relevance so they
know how they fit in; why they are vital and what the companyís objectives are.
Then, they can contribute and get excited.
Educate all to the principles of personal or
No pain, no gain. Beginnings are hard donít
under-invest and under-persist.
There will be plenty of problems with unknown
solutions; take small risks by experimenting safely and cheaply.
When trying new things lots of mistakes an loses
will occur: find the less, share and discuss it; and try again.
Invest in winners and harvest the losers.
Budget for surprise factors. They will always
appear to slow progress and raise costs.
Look for serendipity and lucky portholes. They too
always appear. The prepared mind sees them; the opportunist jumps on them.
Nothing happens without a key project manager
(champion) who has:
01. A burst
of enterprise to overcome inertial and tough beginnings.
02. A sense
of urgency; a use of creative deadlines.
03. Lots of
discipline, enthusiasm, emotional ownership and persistence.
04. A sense
of blind, open-minded faith that something will be learned.
Most good ideas are disguised and fragile at first.
Be supportive and playful with them for awhile before criticizing and casting
Entertain up to five options before choosing one
project to work on.
01. Get five
times the use of your selective perception.
02. Donít get
biased and coerced into pursuing one option that has fading potential.
03. Do some
background study and interviewing, especially outside your industry.
Nothing comes from nothing.
Innovation = an idea (easy) (+) implementation
Creative process has six steps:
01. A need
stimulates purposeful work.
learning aided by selective perception. . .
into total absorption, concentration on an opportunity.
(literally sleep on it).
06. Grind it
out verification, modification and final production. Turn it over for
maintaining and fine-tuning.
The creative process occurs continuously nested
within a larger process. Innovation begets new innovation.
Recruit and condition the right types of people:
For bigger projects and pioneering efforts have a
few tiger, penetrators who can take an idea and run with it.
For small innovations make sure you have more peak
performers who love to achieve and fine-tune their area. They respond naturally
to an innovative climate.
Steadies and coasters will not innovate, but they
can follow or resist depending upon the environment.
Help to find, articulate and spread around possible
innovation projects to stimulate other creative thinking and hope for some
Talk to best, progressive, most-open customers to
find new needs to fill.
Have each department brainstorm on ways to achieve
objectives, productivity, and enhanced skills.
Talk to employees about fantasies and frustrations
to find new needs.
Type up the ďsomeday if someone wants to adoptĒ
Make employees responsible for growing GP$ faster
than total people costs to allow for wage increases. No progress, no raises.
Foster individual thinking by MBWA and making them
Help to identify the problems instead of symptoms
and ask for a solution.
Socratic questioning 80%; talk to each, clarify,
Support any initiative; the first step of an upward
Itís the emotion that counts as much as the
viability of the idea.
Help to shape and build the 8idea, scale the
Look for quick little wins and adjustments.
Give them all credit; even when you secretly do
most of it.
For the ďchampionĒ who adopts a key project,
maximize the odds for success by:
Building on company strengths and values.
A lot best people and tools.
Budget the project but be prepared to go 40 - 100% over
Insure lots of environment support with
Help with holistic, multi-level efficient
Make sure two or more enthusiastic customers and
suppliers are willing to collaborate; avoid being too ahead of the times.
Break the project into bite-size stages.
Donít hand-off to a maintainer until it is up and
Pay such people well and be creative with project
Innovative people and firms tend to stay so. Static
ones remain at rest and require great efforts to start-up.
10. To be
creative takes mainly desire or necessity. To implement takes mainly discipline
and enthusiasm. Special intellectual abilities are over-rated and laziness in
many disguises (excuses) is the main deterrent to progress. Answers to common
Change wonít lead to perfection.† Answer: Any progress is better and
We are too big (or anything).† Answer: Others have turned around, so
We have union. †Answer: Turn them into a stakeholder
and involve them in the process.
There is no top management support.† Answer: Engage in guerrilla warfare.
Where would we start:† Answer: With our strengths; with you;
and letís take five minutes now.
We canít change now, there are other
disruptions.† Answer: There will
always be disruptions.
We havenít studied it enough.† Answer: Letís avoid analysis
INNOVATION GUIDELINES - SECTION SIX