Identify people in the company which are prone to disruptive thinking and have proven track of innovation, and mix them with C-level executives on creative workshops, where various topics will be discussed.
A major innovation barrier is a big company core rule: If something is not part of the strategy or is not within the KPIs (balanced scorecard), it can't go through. Smart people will put an idea on the shelf and wait for climate change -> good bye disruptive innovation... If you want to change something, you need to establish a mechanism to enable disruptive ideas to be analyzed, even though they are not part of existing corporate strategy or organizational KPIs. That is hardly possible in the bureaucratic environment, where budget processes don’t give much flexibility (we are victims of the financial tools).
1. Identify top innovators in the company (with proven track of success - these who invented few new products, features, services or approaches); screen for those which are prone to the disruptive thinking and choose max 12 people (regardless of their position in the company)
2. Establish periodic extended top leadership team workshops (C-level suites + top inventors), where corporate strategy, existing challenges and new approaches will be discussed. Inventors will ask a lot of questions, challenge reality, offloading ideas, making unusual connections, while C-level executives will act as a facilitators, try to screen for ideas, open new horizons while discussing with top innovators.
Connecting the dots in front of top leadership team in the company might result with value creation.