The model innovators have ignited their inspiration networks from
the tops of the organizations themselves, often with the chief
executive personally serving as a catalyst and a role model who
rouses all by setting the standard for innovation-fostering
behaviors and attitudes.
Procter & Gamble CEO A.G. Lafley is one who has become
something of an innovation legend for the way he sets the pace. In
exemplifying the "do as I say and do" philosophy, he's been known
to do his own hands-on ethnographic research, living with customers
himself for a short time to see firsthand how they use P&G
products -- the better to gain insights for inventive new
offerings.
Culture of innovation
But catalysts also inspire in other ways. They and their executive
teams do so not only by taking time for their own innovation
pursuits but by actively including and encouraging others in the
process. In fact, we found that 92% of the model innovators in our
sampling view innovation as a team endeavor, leading them to work
hard at cultivating the right internal attitudes and behaviors.
These are fostered by encouraging risk taking, allowing time to
pursue the development of new ideas and establishing thorough
training programs in innovation best practices.
Best Buy benefits from a number of internal idea-sharing networks,
all connected through the Loop, an intranet-based marketplace
established as a means of better harvesting the wisdom of crowds.
Employees can post, comment on or support ideas, and those who post
ideas can ask for them to be funded. Those with merit are supported
with seed funding of $5,000 here and $10,000 there.
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ABOUT THE AUTHOR
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Kevin
O'Donnell is a senior partner of Prophet, a global consultancy
that helps senior management more effectively use branding,
marketing and innovation to drive growth.
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Then there's inspiration that comes from external sources. Model
innovators, we found, don't limit themselves to the proverbial four
walls of the business itself. They recognize that a rich vein can
be tapped outside, whether in the academic and scientific
communities or among their vendors and suppliers. (In fact,
three-fourths of the model innovators in our study actively involve
their vendors and suppliers in the quest for the next new
thing.)
Customers are an especially rich source to tap into, and
technological advances have created almost endless opportunities to
do so. Model innovators, we found, are far more likely to create
dialogues with their customers, involving them in the innovation
process at multiple points and in various ways. Nearly two-thirds
of the models in our survey group are committed to customer
co-creation, and the same percentage have found they achieve the
best results on this front through "test-and-learn" (or
in-market-experimentation) approaches.
Tapping into customers, though, is not necessarily a natural act
when the "Build it and they will come" mentality prevails. Lego is
one that learned the power of users as a creative force when
developing its Lego Mindstorms.
Open door
The most popular product it has ever developed, this
build-it-yourself robot was initially an internal effort in
partnership with MIT. Within three weeks of its introduction,
though, more than 1,000 intrigued customers formed their own web
community to outdo each other in making it better. Rather than
fight it (as Sony did with its Robot Dog), Lego embraced the idea
of co-creation. The next generation of Lego Mindstorms featured
user-defined parts. And the experience spawned the Lego Factory,
where users can design products, create 3-D models on the web,
design packaging (which Lego will manage) and sell the products on
the Lego site.
Finally, model innovators are looking to their peers in other
industries as sources of inspiration. Boeing cast the widest
possible net to capture the thinking that would allow it to deliver
the ultimate customer experience as it evolved its new 7E7, the
Dreamliner. That extended to lessons gleaned from others. Boeing
has gone to Wal-Mart for its innovations around inventory tracking
systems for their implications in baggage handling, a critical
customer concern. And for better service in the skies, it has gone
to Disney to learn how its customer-service advances can be
applied.
Sources of inspiration in the quest to meet the innovation
imperative are almost endless. Businesses that intend to be
successful at innovation and work their way up to "model" caliber
will understand that good ideas can -- and should -- be cultivated
inside and outside the organization. The genius that the most
forward-thinking innovators are showing at making the most of these
sources should help others as they create their own "secret sauces"
for innovation success.
Defining model innovators
- Model innovators are three
times as likely to view innovation as the most strategic driver of
growth
- 64% of model innovators have
proactive and continuing approaches to innovation strategy
- 80% of model innovators tend
to encourage employees to be curious, and 76% systematically
encourage risk-taking
- 64% make it a priority to
provide time and space for the development of new ideas; 52% also
train their people well in best practices
- 60% have built incentive
systems that encourage their employees to contribute to innovation
efforts
- Nearly half make more use of
newer, more progressive sources of inspiration, such as the
internet and blogs
Source: Prophet's 2008 Best
Practices Study: The Making of World-Class Innovators
