How innovation can be a game of perception
I once did a workshop at a company trying to establish processes for innovation. This company is in much better shape than others as it is run by entrepreneurs who like spin-outs. This offers many opportunities for employees with the drive and capabilities needed for creating new ventures.
Nevertheless, their management team had spent much energy on one big question: How do we become an innovative company and how do we convince our employees that we can reach that goal? I invited them to turn this question around: What if it is not a question of becoming, but one of being? The company already had initiatives that would qualify it as being innovative so the foundation for this shift is in place. What should the next steps be?
• It begins at the top. You cannot convince anyone unless you are convinced yourself and thus the management team really needs to believe in their own innovation capabilities. Keep it simple and discover just a few capabilities on which everyone agrees that the innovation level is high. Use this common understanding as the platform for the other steps.
• Let proof follow perception. This game is about perception. Once the management team has discovered their real innovation capabilities make a survey or another benchmark exercise that turns this newly found perception into proof.
• Offer real initiatives. Now, it is time to step up with real initiatives that convinces employees, customers and other stakeholders that their opinions and contributions to creating an innovation culture are truly valued. Such initiatives could range from simple idea boxes over 24-hour innovation camps to business plan competitions and networks for innovators and entrepreneurs. The real challenge is to listen and actually do something about the suggestions on a repeated basis.
• Make it public. There is nothing more satisfying for employees than reading about their own capabilities or even better – having family, friends and business contacts read about this. So work out great stories and let the world know how good you are. Then your employees will begin to believe.
Innovation culture is often more about perception rather than facts. Do this right and your company is on track to have innovation capabilities become an integrated part of the company DNA.
I agree that perception is an interesting dynamic….but perception is formed as a consequence of 2 things….repeated consistent personal experiences that build over time, or the influence of an opinion leader whose judgement you rely on.
In my own workas Director of Innovation, I cite the fact that our company is 160 years old as an innovation milestone. Whilst no-one will rank it up there with Google in the innovation stakes, I remind employees to build on the cultural meme that already exists in the DNA of this company…there is no way we could have survived and thrived this long if we were not able to continuously re-invent ourselves- and we can be really proud of balancing innovation with pragmatism and risk…so even in this Global Financial Crisis when competitors are crumbling, we stand strong.
The other definition I use also leverages the power of perception. It goes to the question of “How do you know when you’re innovative?” The answer is simply…”When others say you are. ” It’s like a shareprice…its based on sentiment PLUS underlying factors, not underlying factors alone….the perception has to align!
Hi Annalie,
I enjoy your comments and the perception I get is that your company is innovative just by reading these. This taps nicely into your second point on perception – When others say you are”.
By the way, why do you not mention your company name more often? This could help create an even better perception and to be honest I cannot even remember the name of the company you work for – just you as an individual
Stefan
@Stefan
An interesting point it is you try to make. How do you see this in line with things as RBV?
“What if it is not a question of becoming, but one of being?”
This is interesting, and true in my opinion. Most company’s can do a lot better in marketing their innovations/innovative powers. Good point!
Annalie, the essence of perception which you talk about is the power of influence, I agree with you although I don’t see it as a linear process; its pretty complex. The essence of building an innovation reputation is how you tell your story to those stakeholders who matter (varies between organizations and companies of course) in a way whcih is conducive to their interests. The Innovation DNA is a critical part of the story; although its sometimes hard to crack and put into words. Annalie, I’m curious which company that you work for
?
Perception is reality and reality is perception! In the very beginning of my career as a young engineer, I worked for a great corporation (now Tyco). Every fiber of that company and every employee was involved in innovation-new ideas – new way of doing things. There was no one looking over your shoulders to correct you – you learn by doing things, watching things, and very soon you become a value player. The environment fostered honest competition and rivalry. The most amazing thing I had found is management’s ability to take risk and foster habit of taking risk. No idea was a small idea and no question was a stupid question. As a result, I became an avid risk taker, technology observer, and an inventor.
How did I perceive this company to be innovative? Through reality. Company had amassed valuable patents and other IP. The compnay had hired a diverse group of engineers and scientists – from top schools and from many nations. The compnay value training. The company provided resources and encourage innovation (and rewarded). Reality is perceiving with trained eyes and open mind ! You can throw seds everywhere, but it will grow only where there is a right balance of nutirition and care!
Well, reality has to somewhat jive with those in-house marketing efforts. If it doesn’t, and employees catch management exaggerating, spinning, or flat out lying, great harm can be done to the trust which must exist between upper management and the rest of the organization. The people in the trenches KNOW how the battle is going; they are waging it every day. If the generals announce victorious success, and the front-line folks experience it much differently, then you’ll be dealing with a backlash and wasting a lot of good will and resources. Share successes, by all means, but don’t substitute perception for reality…EVER! That’s how we got into this global financial crisis!
Stefan, Great read, it very true the more innovative you encourage you company to be, the your business will benefit.