Tuesday, September 7, 2021


Innovation is not serendipity, but a management process.

Innovation is not serendipity, in a basic view, innovation is a process and every process needs to be managed. Incremental or radical types of innovation should be managed via tailored management processes. 

You can’t imagine a successful innovation without continuous improvement of its processes and practices. A quality process means the right level of guidance and discipline, but overly rigid processes or too ‘pushy’ goals will create new bottlenecks and stifle innovation.

The organization has a loosely structured, circular process to develop innovation competency: There is the natural tension between defined innovation and processes. Creativity is about generating novel ideas flows, which is sometimes chaotic, to a certain level; while process is about managing flows from chaos. It is also critical to create an open space to keep ideas flow and innovation grow as developing the piece of art. A loosely structured, circular process allows companies to connect with the various points of the spiral in different ways vertically or horizontally, and integrate systemic and systematic disciplines seamlessly for building scientific products/solutions and reaching the organizational innovation management maturity.

The main process barriers to innovation are silos, rigidity, inflexibility, stagnation, or bureaucracy, etc. Innovation management needs to ponder deeply via the process lens: Do innovations fail because there are too many disconnects that occur between the birth of a concept and the process of turning it into a reality? Is there transparency in follow-up of a system of the innovation process from the idea up to the implementation? Are processes too rigid to adapt; too fragile to handle disruptions, or too inside-out without embracing people centricities there any fundamentally different approach to process management that would provide more flexibility, sensitivity, and responsiveness? Can you predict or manage risks, can you deal with uncertainty? Etc. Most companies fail at innovation execution because they have no clear processes, nor understand the linkage required to work horizontally and take a holistic but flexible approach to managing innovation. From a macro perspective, a considerably loose and circular process is essential to manage the organizational level innovation effectively and develop a balanced innovation portfolio.

Innovation often happens at the intersection of people and process; process and information & technology: Make the innovation process as visible, company-wide, as possible: Effective innovation management requires a fit process as part of the holistic innovation system and people as innovation masters. Information touch and computation power has become one of the most important disciplines of innovation science. As a matter of fact, information is the most time-intensive piece of the innovation puzzle; people are the most talented component that decides innovation success; processes demonstrate the business logic to take sequential activities for getting the work done in a new way. So information can be integrated and people can be aligned into a dynamic process to develop business innovation capacity seamlessly. The only test for whether it is an innovation is whether it makes any difference to a dimension that is valued by whoever has a stake in your offering, it is best if that happens to be the customer.

Technically, there are multiple processes involved in managing innovation activities such as intrapreneurship or business model innovation, etc. It is important to leverage varying processes such as analysis - break down complex issues to the smaller pieces for gaining an in-depth understanding, synthesis- binding things up by making a seamless integration, and retrosynthesis - starting from the end products you desire to have, then take the backward procedure to get the all necessary pieces ready for producing, at the different phase of innovation management, adopt a spiral approach to innovation. It also involves turning organizational structures, processes and the ecosystem to match the current stack rank of areas in which innovation will reap the most significant benefit.

Idea management processes are crucial to speed up innovation development cycles and improve organizational innovation success rate: Lots of ideas mean you will fail if you do not have a screening process to systematically evaluate them and a robust process to implement them. The innovation management needs to make an objective assessment: Do you have abundant ideas, where do they come from? Is innovation/idea management process effective? Where is the bottleneck in idea generation or management? How will it effectively leverage diversity to create meaningfully unique ideas? How will it effectively use the power of stimulus to create meaningfully unique ideas? How will it increase speed in the innovation process? How will it decrease risk in the innovation process? Do you have a culture that inspires creativity and reduces fear? What’s the process perspective on how to deal with above feedback and improve the idea management success?

With continuous process improvements, you can develop a powerful idea pipeline, reduce costs and increase the innovation success rate. The right level of guidance and process is important, but overly rigid processes or too ‘pushy’ goals will create new bottlenecks and stifle innovation. One of the most important differences between an innovation and a conventional business initiative is risk. Usually, breakthrough or radical innovation involves high risk, with potential of high reward. Thus, a well-designed innovation risk management platform, with a risk intelligence mechanism embedded into related processes, enables the management to keep focus, meeting the needs of leveraging the applicable innovation processes to manage risks in a structural way.

Innovation process design and modeling is an integral part of scientific innovation management. Process models allow analysts to manage large volumes of activities and run simulation events to identify areas in a process that can be changed and optimized. That said, innovation is not serendipity, but a managed process to capture business trends, figure out what the customers needs, share unique business insight as to what innovation capacity can provide, retool management to model powerful collaboration for building unique innovation competency and accelerate business performance all the time.


Post a Comment