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...
One ubiquitous solution that has been matched in emphasis only by the pressure to downsize has been innovation. ...
Although many different companies have prepared many different takes on how to innovate, manage innovation, and regenerate innovation, there are certain common keystones that have appeared repetitively. ...
Robert Sutton, in his 2001 masterpiece Weird ideas that work: 11 ½ practices for promoting, managing, and sustaining innovation, said “The most creative organizations in any industry cultivate a vu ja de mentality of seeing old things in new ways. ...
Basic forms of innovation
Innovation can take two generalized forms: reaction and proaction. ... It is during these times that adaptors (or their brains) use their reactive form of innovation to come up with ways of coping with their new situation. ... The most common proactive innovation occurs when commenting on or writing something. But the more interesting proactive innovation occurs in highly structured situations, like brainstorming sessions, meetings, or, in what Dale Carnegie calls “mindstorming” sessions. ... ”
So if mental capability doesn’t have much to do with innovation, what does? ... But, while these firms have been highly acclaimed in business publications as benchmarks of innovation, there are other firms that are just as excellent. ... Unlike Ideo, JetBlue’s constant innovation comes from the CEO, a daring, young CEO named David Neeleman. ...
The development of creative solutions
Neeleman’s rendering of innovation – remaining nimble and adaptable, especially in hard times – takes a traditional top-down approach. It undeniably shows that growth and innovation are not haphazard occurrences, but, with the right approach, can be systematic.
But making companies capable of systemic innovation can’t be done with one giant leap. ...
Tucker (2002) suggests three step-by-step approaches to implement successful innovation departments. ...
The second approach suggested is to assign a network of people with demonstrated skills in innovation the responsibility of conducting organizational meta-analysis. ... This gives the company a continuous, sustainable vehicle for innovation.
The third approach, dubbed the innovation catalyst model, focuses on capitalizing on open discussion fostered by local executives and clients. In this example, Citigroup’s Citibank division succeeded in increasing total revenues by hiring an outside “innovation catalyst” who brainstormed with “magnet” members of Citibank’s senior team and particular clients to hunt for new growth opportunities. ...
Proposed Prescription
Innovation is, indeed, a faculty that anyone can wield. ...
Or, try creating catalytic teams or functions that regularly discuss innovation.
Approximate Word count = 3511
Approximate Pages = 14
(250 words per page double spaced)
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