Innovation Stigma

Reading this post, Innovation Stigma, reminds me of the IBM ads, like this one starring innovation man or this one describing the perfect space for innovation, as if there was one. They play perfectly into the mystique surrounding innovation.

People are conditioned to believe innovation requires "skunk-works" in a specially-designed room to pursue "white space opportunities." Innovation is voodoo.

While creativity and the ability to visualize is key to brainstorming and identifying new ideas, in reality, innovation can be an exacting science, especially when it comes to executing a workable idea. What many, if not most people associate with innovation is but one step in the process.

Like many projects, those dedicated to generating new products for the company, start with one or several people and grow to include a group of people. Like in most projects, the broader the range if ideas, the more likely the right one will be discovered.

And so, what marketers consider the initial stages of innovation - brainstorming and idea generation, too many people consider all of innovation. This is a clearly not the case, to which those of us in the field can attest.

Innovation, in the early stages does require creativity but, successful innovation processes are often not led by managers wearing funny glasses. More likely the process is led by managers well versed in accounting, finance, marketing and often with experience in sales.

Knowing up front the challenges in implementing and selling a new product CAN result in the quashing of good ideas, but those good at innovation know better than to do so. Innovators have the ability to allow a long list of ideas to see the light of day and evaluate each one, over a period of time, outside the room filled with Frisbees and Slinky toys. More often or not, the evaluation process takes place in front of a computer or in a room filled with engineers and finance types.

Unfortunately, the former vision of innovators as "altruistic dreamers" is perpetuated by of all people, the innovators themselves. This is, of course, self defeating and leads more self styled, buttoned up types to be leery of innovators.

One executive described innovation champions as necessary but had low expectations of actual results. Of more concern is the perception executives have about themselves in this role. My sense is business people shy away from championing innovation because they believe the stigma of failing at innovation is more career-damaging than failing at other ventures.

As Drew Boyd concludes in his article, innovators need to drop the mystique and pull aside the curtain. More respect needs to be paid to classic innovators and classic innovation techniques - hard science and solid research.

Corporate leaders need to understand and be involved in the innovation process. Without innovators at the helm of a company, a corporation can easily lose its way and move away from its core competencies and true mission.

Those capable of leading effective innovation programs, the rare mix of analytical and creative skills can be difficult to find, but those who should be involved in the process and champion are and should be legion.