To Innovate or Not: That is the Question

Innovation:  To Encourage it or Discourage It?

When interviewing CEOs about creativity and innovation in their organizations they say they want it.  When interviewing managers in the same organizations I often hear that they are afraid of “loose cannons.”

CEOs tell me that their managers stifle creativity and innovation.  Managers tell me that they are caught in the middle of a sandwich.  They have orders from above to deliver deliverables in a timely and efficient manner – so they cannot afford to let their employees “play around with new ideas”  (that’s their words, not mine!) 

So what’s the resolution?

How do we allow people the freedom to experiment and try new ideas – perhaps more efficient ways to work – or even up to and including new product/service ideas?  If we allow them this freedom, will they fail to get their daily work done?  Will they go off willy-nilly and spoil existing processes?

BUT – we really do want to encourage new ideas, more efficient processes, reduction of waste and increase in productiveity….

So, what’s the conclusion?   ASK ME!

Creative Thinking

Creative Thinking

I know this is one of my favorite topics and recurring newsletter theme.  I’m writing about it today because of something that was in the papers.  I recall reading that people confuse creativity with innovation.  

Innovation is an end result of creative thinking, it could be a product, or the refinement of a process.

But, thinking creatively – thinking differently (or as Steve Jobs used to say: “different”) or to use the jargon “outside the box” takes a personality that is willing to take risks. Because it takes bravery to say or write something that isn’t the conventional and popular point of view on any subject in particular.

Creative thinking draws from a range of sides – professions – experience – etc.  It’s sometimes an amalgam of different puzzle pieces put together in a novel manner.

In addition to being risky because of being outside the norm, people who are creative thinkers have to be willing to be wrong.  To fail.   To try it (whatever it is) another way.  Ultimately it looks so simple, often it is many many times of trial and error before the “right” solution presents itself.

Most solutions occur during “down time” – on the staircase, in the shower, taking a bath or exercising.  Those are times when the brain, not completely asleep, is at rest and thus has time to absorb all the data that’s been stuffed into it about the problem needing to be solved.

New ideas come about because of our needing to solve a personal problem, or observing something happening in the world.  The key – be present – be aware – be conscious of what you are doing, how you are doing it, and what’s going on around you.

Innovation and Creativity

Innovation and Creativity

The Wall Street Journal has finally caught up with my research and recommendations regarding the process in which good ideas “bubble up” in an organization.

When I conducted the research with approximately 50 C level executives a few years ago, I learned that they all wanted good new creative ideas but that by in large they weren’t getting them and they didn’t have a process in place whereby employees could bring their new ideas to the attention of upper management.

Many of the CEOs I interviewed complained that good ideas were being stifled by their mid-managers, who they believed were threatened by the presumption that their bosses would see them as less competent if one of their staff had a better idea.

Sometime later, when I was giving a speech on this topic, my friend Carolyn Gannon, retired from her executive position at Oracle reminded me that the manager is caught in the middle – having deliverables to deliver and that more than likely that was the reason there was less attention paid to the good ideas that weren’t allowed to “bubble up.”

From the information I learned during the research, I create processes with my clients that enable deliverables to be delivered while at the same time, encouraging and supporting new ideas.

When I think of creativity – I think anywhere in the organization. Creativity is a process. Innovation, on the other hand is the product of creative thinking.
In most cases the new idea cannot merely be implemented on whim but must be vetted, or tested in some way because it no doubt will affect other processes in the organization. Too, many new ideas need a cooperative effort with others to bear fruition and thus they need to have time and resources given to them.

I, and the Wall St. Journal have concluded that there needs to be “specific ways firms can generate ideas and execute new products.” (Managing & Careers, Wall St. Journal, August 29, 2011, by Rachel Emma Sliverman.)

Creativity and Innovation

I recently attended the SV Forum Conference on Innovation and it reminded me of all the research I did with C level executives asking them where they wanted creativity in their orgnaizations, where they got it, what got in the way, and what processes were in place to make sure that good people and good ideas "bubbled up."

It was interesting to learn that outside of research and development labs, little is done to foster and harness creativity in the workplace.

What are some of your strategies?