There is a vigorous saying that goes like, “Nothing changes, if nothing changes.” So if nothing changes, we stay same, we don’t grow, we don’t evolve, we don’t improve and that is not going to work – not for you, not for me and not for the people of world. What we need is positive change with new thoughts which is capable to innovate what everybody has seen and none has believed. And to do so, we have to rise above to the next level. Innovation can appear like a bit of minefield and it can be challenging to recognize where to commence when there is so much to anticipate. To be termed an innovation, an idea need to be replicable at a sensible cost and need to satisfy a precise need. Innovation involves thoughtful application of evidence, imagination and ingenuity in deriving greater or different values from resources, and covers all processes by which new concepts are generated and transformed into valuable products. In business, innovation often results while ideas are applied by the firm in order to further please the desires and expectations of the customers. Innovation is equal with risk-taking and organizations that create ground-breaking products or knowledges take on the utmost risk because they form new marketplaces. Google is one of the most innovative companies that have ever existed and it seemingly gets better at the process every year. They practise a system that they have established that rotates around eight core pillars. Each of their, now over 100,000 employees is well versed in these concepts and to innovate their new products and services or will iterating on their already stellar selection of them. These pillars have not all with them from the start but by incorporating them as they have needed them they have been able to create innovative momentum that is uniquely their own. So here we discuss the eight pillars of innovation that every for every innovation most keep in mind.
Mission, Visions and Goals: Naturally it is the first step of any business strategy. Mission and vision statements are the roadmap of where you want to go and how to get there. Vision refers to the big picture of what we want to achieve. Whereas missions refers to the general statement of how you will achieve the vision. Similarly goals are a statement of what we want to achieve. It also increases the profit margin. These are the essential factors to establish the clear objectives and guide the decision making process. Without that statement it would be difficult to reach its full potential.
Capturing Ideas: “The normal employee contributes six distinct innovative ideas over the year, nevertheless according to 57% of workers, these are not being captured or logged.” – PwC, ‘Unleashing the power of innovation.’ Innovation refers to the process of translating different ideas into goods and services that create value. It is very important to hear several ideas from all sources. Once we have great ideas then only it’s time to put them into an action. Many companies fail at innovation because they don’t have an effective system for turning those ideas into an action.
Challenges and Opportunity Briefs: Crowdsourcing should be at the heart of an innovation strategy and will be one of the key drivers of idea generation and creativity. In order to facilitate the process and safeguard useful ideas that are applicable to the business purposes and present issues encountered by the organisation, it is necessary to circulate challenges and opportunity briefs. These will hearten teams or external contributors to generate clarifications to an unambiguous need or problem.
Collaboration and Interaction: An idea is just the starting point. Very few concepts are fully formed or perfect from the moment they are proposed; they need to be developed, criticised and improved. This is where cooperation and communication come in, flickering conversations around an idea that can reveal any potential pitfalls or problems. By inspiring constructive criticism and involving different viewpoints, an idea can be developed to reach its full potential and is more likely to endure the enactment process.
Business Case and Curation: A regular extension of the association phases is the curation procedure. Only a rare ideas will make it to the maneuver stage so it is vital that the correct ideas are pressed forward. Ideas which create the most buzz and engagement are always good contenders, but they also need to make it past the high-ranking managing team. A corporate case should be put forward and the idea pitched to the most suitable decision maker. This process ensures careful selection of ideas and helps to avoid wasted time or resources on ideas that are not worthy of pursuit.
Implementation and Execution: You have the winning idea, you have the backing of fellow colleagues and you have the approval from top-level staff. Now it’s time for implementation. We often feel it is a nice touch to allow the person who put forward the idea to manage the process of implementation. Ensure transparency and company-wide alertness in order to prepare staff for any deviations. Consider deploying project managing tools to help monitor the process, such as Trello, Jira and SharePoint.
Measure, Adapt, Refine and Fail: Continuous evaluation and study throughout the implementation process is vital. Adopting an agile method is necessary to enable recurrent review and readjustment where suitable. By the end of the process, you will already be in a position to evaluate the success of the implementation and this will serve as valuable guidance when curating ideas in the future. Just evoke that not every idea will be a success; failure is part and portion of innovation. It will only help you to advance the next time around and will empower you to learn more about your business and customers than you believed possible. You should fail but never fail to fail.
Reward and Recognise: Even the most enthusiastic employee needs a little motivation. Afterall, we’re only human. Demonstrating recognition for the best ideas and supporting this credit with a reward is key to upholding a workplace innovation philosophy in the extended run. Rewards are not just for internal staff but are also needed to include in an open innovation approach. By proposing a reward, you are more likely to produce better quality ideas from more veteran contributors.
Finally, I would like to conclude my article by stating a famous quote from a famous painter; “If you hear a voice within you say ‘you cannot paint,’ then by all means paint then that voice will remain hushed.”–Vincent Van Gogh. Similarly, there will be huge barriers and naysayers who might discourage you in taking risk that might create a voice within yourself saying ‘you cannot,’ but what you got to do is, take risk because innovation is all about doing what you have never done before which is crucial if you are to become a truly innovative organization.
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