NEW STUFF
The Innovation DNA™ model presents the broad scope of what it takes
to create an "innovation organization." The DNA concept came from the
work of the Founding Fellowship class of Innovation
University (IU). We continue to study and update the model. It is
useful to view the operational elements depicted on the helix as a roadmap,
beginning at the bottom portal and moving upward. Here are brief descriptions
of the model's concepts.
Here's a brief description of the model's concepts:
Context---Building innovation communities that work
Nothing so important as organizational innovation happens in a vacuum. While innovation is "for the sake of" customer needs or a lofty vision, the organization must be fertile for the seeds of ideas and solutions to grow. We see three main components that lie in an organization's foundation that provide the context for innovation to occur-Leadership, Core Values (shared and generally articulated), and Culture.
Leadership---the
ability to see the possibilities of the future
Strategies are put into place because leaders can envision a bright future and identify opportunities that can pave the path to success. Engaging the hearts, energy and
ingenuity of people is the only certain way to make the vision reality.
Core Values---heartfelt
principles that foster innovation
Core values such as Learning, Commitment, Developing People, and Contribution are the kinds of drivers that can transform the mundane into the compelling and an ordinary project into a stellar new business. When these values are widely shared, they make the impossible possible.
Culture---the
playing field
Culture is the reflection of leadership and core values--the outward and observable expressions of values. It creates the "playing field" for the actions, transactions and interactions of business and the pursuit of innovation. An environment that is flexible, empowering, welcomes ideas, tolerates risk, celebrates success, fosters respect and encourages fun is crucial. Creating such
a climate may also be the biggest challenge facing all organizations wanting to be more innovative.
Entryways and outcomes of the Innovation DNA
Ideas, Change, Passion
and Trends -- entryways to innovation
These are the innovation drivers. They provide the stimulus needed to move away from the status quo.
The outcomes lead to yet
another cycle-Renewal, Change, Reinvention, Trends
The innovation process always brings a sense of renewal. Teams and businesses are invigorated and find themselves seeking new trends or ideas that will propel them into the next cycle of innovation and creativity.
The Elements of Innovation DNA-a roadmap
Challenge --
Innovation, by definition, means doing things differently, exploring new
territory, taking risks. There has to be a reason for rocking the boat,
and that's the vision of what could be…the challenge. The bigger the challenge
and the commitment to it, the more energy the innovation efforts will
have.
Customer Focus
-- All innovation should be focused on creating value for the customer,
whether that customer is internal or external. Interaction with customers
and understanding of their needs is one of the best stimulators of new
possibilities and the motivation for implementing them.
Creativity --
Everything starts from an idea and the best way to get a great idea is
to generate a lot of possibilities. While creativity is a natural ability
of every person, the skill of developing a lot of ideas and connecting
diverse concepts can be enhanced through training and exercise. It is
up to the leadership to provide the direction and stimuli to spur creativity.
Communication
-- Open communication of information, ideas and feelings is the lifeblood
of innovation. Both infrastructure and advocacy must exist in an organizational
system to promote the free flow of information. Organizations that restrict
this flow risk atrophy and even death.
Collaboration
-- Innovation is group process. It feeds on interaction, information and
the power of teams. It is stifled by restrictive structures and policies
as well as incentive systems that reward only individual efforts.
Completion --
New innovations are projects that are successfully realized through superior,
defined processes and strong implementation skills-- decision making,
delegating, scheduling, monitoring, and feedback. And, when projects are
completed, they should be celebrated.
Contemplation
-- Making objective assessments of the outcomes, benefits and costs of
new projects is essential. Gleaning the lessons learned from both fruitful
and failed projects builds a wisdom base that creates an upward cycle
of success. Documenting and evaluating projects is a critical step that
helps perpetuate innovation.
Click here for a quick innovation
scavenger hunt you can conduct in your own organization.