Recently Fast Company revealed its 2009 list of the fifty Most Innovative Companies. Team Obama topped the list (which may, and in all probability will be the subject of another post). But as superb as that news was, what struck me was that thirty three of the previous year's 50 did not build the list.
Wait... 33 of 2008's fifty most innovative companies fell from innovation grace simply one year later? How is this potential? How can 33 of the planet's most innovative organizations fail to continue being innovative, or a minimum of exceptionally innovative? Wasn't there innovative prowess enough to stay them innovative?
Higher nonetheless - what regarding the 33 million corporations that weren't even within the running? In this era of "innovate or perish," a subject we have a tendency to discuss usually, how is it that therefore few corporations are really doing much that's innovative - even after they've managed to try to to some of it in the past?
One of our most popular, recent Tweets stated that wondering innovation isn't the same as innovative thinking. And that gets to the crux of the matter. There is a ton of talk concerning innovation these days. However when it comes right all the way down to it, most organizations don't really do a lot of about it, or a minimum of not a lot of that leads to real, ongoing innovation.
Bringing in management consultants does not do it. Saying a replacement era of company innovation doesn't do it. Adding the word to the mission statement doesn't do it, and neither does charging managers with the task of fostering more innovation in their teams.
In fact, merely "creating a culture of innovation" alone doesn't do it. After all, innovation does require a fertile culture, in the way that an setting should exist in which it will actually happen. Innovation requires inventive thinking that is allowed to be freely expressed and acted upon. A culture that reacts to "think completely different" - even "think completely different" that ultimately fails - with disapproval, will not inspire the courage it takes to put one's ideas on the line.
But it is the people, not the culture, who innovate.
In the end, what's extremely required for innovation to happen may be a combination of motivation, freedom, systems, data and responsibility.
Motivation to create the hassle in the first place.
Freedom to explore and express, without fear of reprisal.
Systems for sharing, developing and promoting ideas throughout an organization.
Information, talent and skills needed to truly remodel an idea into a viable arrange and, ultimately, a reality.
And responsibility for guaranteeing that it all happens.
Who is responsible for guaranteeing that these numerous, essential elements are in place? Leadership, of course. If history and the news tell us nothing else, it proves that real, ongoing, effective innovation may be a top-down process. It should be mandated, galvanized, nurtured and championed by the corporate leader. Apple, Google, Amazon, Zappos - oh, and in fact, Team Obama - all have innovative leaders driving the process. Why? As a result of others in a company can rarely have the courage or freedom to require on the challenge. Solely a frontrunner will.
Innovation is a complex method that involves emotional, psychological, technical and operational factors. If you are missing just one, you may never (or not) realize yourself on the "most innovative" list.
Better luck next year!
Mitchell Rigie and Keith Harmeyer, have a combined 40+ years expertise working within the strategic promoting communications field. SmartStorming is the results of their personal experience and experience, as well as in depth analysis and sensible application in the areas of innovation, peak inventive performance, cluster dynamics and interpersonal communication.
SmartStorming helps companies that are struggling to become more innovative and competitive. Through coaching programs, consulting, coaching and knowledgeable facilitation, SmartStorming helps dramatically increase the output of recent, new concepts by teaching organizations how to take their cluster brainstorming and creative plan generation to a wholly new level of effectiveness.
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