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HBR/McKinsey M-Prize: Innovating Innovation Challenge

How do we make innovation an everyday, everywhere capability in our organizations?
Start
Finish
10/16/2012
Challenge Begins
1/7/2013
First Round Deadline
2/10/2013
Final Round Deadline

M-Prize Challenge

Today, we’re delighted to announce the ten winners of the Innovating Innovation Challenge, the first leg of this year’s HBR/McKinsey M-Prize for Management Innovation. A huge thank you to all of the challengers with the imagination and daring to take on the status quo—and the generosity to share what they’ve learned in the process.

The Winners of the Innovating Innovation Challenge (in alphabetical order)


Managing for 21st Century Crime Prevention in Memphis
Story by Toney Armstrong, Memphis Police Department

An inspiring story of transformation from a traditional bureaucracy to a vibrant innovation culture in which the insights and observations of every individual from edge to edge not only matter, but produce immediate impact and make the organization continuously smarter.


Democratizing Entrepreneurship: Village Capital's Peer Selection Model
Story by Ross Baird, Village Capital

An exciting and powerful model for cultivating, evaluating, funding, and growing new ideas—and a detailed recipe for unleashing the power of peer review in any organization.


Case Coelce - Inspiring Innovation for Traditional Work Environments
Story by Luiz De Gonzaga Coelho Junior, co-authored by Odailton Arruda, Coelce

An honest and human account (dead ends and all) of developing a continuous innovation capability in an electricity distributor in the poorest region in Brazil.


Fail Forward
Story by Ashley Good, Engineers Without Borders Canada

The “Failure Report” is a refreshing and bold practice that takes the tired mantra of “embracing failure” and turns it into a way of life for an organization—and a provocative invitation to all of its partners.


Sustainability as Innovation Strategy: How Sustainability and Innovation Drive Each Other and Company Competitiveness at Danone
Story by Monica Kruglianskas, Danone, co-authored by Marc Vilanova, ESADE Business School

This story unpacks Danone’s singular approach to embedding sustainability in its innovation agenda and innovation in its approach to sustainability. A case study in how to bring values to life, unleash the spirit of experimentation, and scale new ideas and practices.


Democratize Innovation - for sustained innovation culture
Story by Lalgudi Ramanathan Natarajan, Titan Industries

A multiplex approach to layering in innovation capabilities from the shop floor up in India’s largest jewelry and watch retailer. The Titan story is a down-to-earth account of true social innovation—both in terms of the process and the result.


Whirlpool’s Innovation Journey: An on-going quest for a rock-solid and inescapable innovation capability
Story by Moises Norena, Whirlpool, co-authored by JD Rapp

The state of the art when it comes to developing innovation as a core competence. Whirlpool changed its organizational DNA to embrace innovation at the deepest level and unpacks the journey in generous detail here.


Unleashing Inclusive Innovation at Cisco
Story by Kate O’Keeffe, co-authored by John Marsland, Carlos Pignataro and Lisa Voss, Cisco

A thorough and instructive account of working every lever and animating an entire organization—from the bottom up and the top down—to embrace innovation.


Project Bushfire - Focusing the might of an entire organization on the Consumer & Customer
Story by Stephen Remedios, The Stephen Remedios Company, co-authored by Aswath Venkataraman, Sandeep Ramesh, Shruti Kashyap and Shashwat Sharma, Hindustan Unilever

A compelling, homegrown practice for jolting a vast organization into tight communion with the marketplace—and a recipe for seeing around corners, energizing every last person in the company, and closing the gaps between “sense” and “respond.”


Is managed innovation an oxymoron?
Story by Kumar Sachidanandam, Cognizant

A comprehensive and illuminating story of how one organization tackled the über challenge of building innovation into its management model—with powerful insights on wrestling with the right big questions.

 

Congratulations to all of the winners and the organizations behind them! We’ll be unpacking many of these stories and others from the Innovating Innovation Challenge here in the weeks to come. In the meantime, stay tuned for the launch of the second leg of the HBR/McKinsey M-Prize here in early March.


The Innovating Innovation Challenge Finalists

 

 

Everyday, Everywhere Innovation—24 Bold Ideas and Experiments

As human beings, we are born with a creative impulse—with an innate desire to use our imagination to better the world around us. Yet, all too often, our organizations end up being less innovative than the people within them. The dozens of in-the-trenches innovators who responded to our Innovating Innovation Challenge embody the first assertion—and are working relentlessly and fearlessly to overturn the second.

Read More

In the creative economy, innovation is more important than ever. Innovation is the only insurance against irrelevance.  It’s the only antidote to margin-crushing competition, the only hope for out-performing a dismal economy, and the only way to truly amaze your customers.  Innovation—in operations, products, business models and ecosystems—isn’t merely a competitive advantage, it’s the competitive advantage.

We all get it: innovation is the lifeblood of every organization. Yet more often than not, when innovation occurs, it’s a “happy accident” rather than the product of a deep-rooted innovation competence.  Fact is, most companies aren’t very good at game-changing innovation.  That’s why it’s usually the newcomers, rather than the incumbents, who upend industry rules (think of Apple in music, Amazon in web services, or Salesforce in enterprise software).  Too many companies are still approaching the innovation challenge in a piecemeal fashion—a web-based suggestions box here, an awards program there, and a corporate incubator over there, somewhere.

As human beings, we are born with a creative impulse—with an innate desire to use our imagination to better the world around us.  Yet too often, our organizations end up being less innovative than the people within them.  Working together, we can change this.

With the Innovating Innovation Challenge, we’re looking for examples and ideas that will help us how build innovation into the woof and warp of our organizations.  While there aren’t many businesses that have yet made innovation a true core competence, we can, with your help, build a composite picture of how every element of a company’s management model can be retooled to make it innovation-friendly.   While no one organization has put all the pieces of the innovation puzzle together, we should be able to assemble all of the pieces in one place—via this M-Prize challenge.  In doing so, we’ll give managers around the world the chance to identify the missing pieces in their own innovation programs, and to learn from companies that may have found a piece they’re still looking for.

So . . . over to you!  What are you doing to make innovation an everyday, everywhere capability in your organization?

WHAT ARE YOU DOING TO. . .

create stretch” goals that encourage break-out thinking? leverage new social technologies to bring the best ideas to the fore? accelerate the innovation process through rapid prototyping, simulation, and other means?
upgrade the innovation skillsof every individual? make experimental capitalrapidly and easily available to anyone with a bright idea? de-risk innovation through low-cost experimentation, partnering, and other strategies?
deploy innovation toolsthroughout the organization? carve out space for innovationin the midst of all the “busyness” that chokes out the time for innovation? organically grow “communities of passion” around new and promising ideas?
develop clear definitions andmetrics for innovation? create widespread accountability for innovation? knock down bureaucratic hurdles that frustrate innovation?
make innovation an important component in compensation and reward decisions? involve customers deeply in the innovation process? better manage the tension between short-term operational goals and medium-term innovation goals?
build a foundation of distinctwidely shared innovation insights that is accessible by all? dramatically improve the quality and quantity of innovative ideas? ensure innovation efforts take full advantage the organization'sdiversity of experiences, skills, and values?

And if there’s something else your company is doing to strengthen its innovation DNA, we’d like to hear about that, too!


Today, we’re delighted to announce the ten winners of the Innovating Innovation Challenge, the first leg of this year’s HBR/McKinsey M-Prize for Management Innovation. But first, we’d like to acknowledge, again, the 24 finalists, whose superb stories and hacks made for some wrenching decision making. A huge thank you to all of the challengers with the imagination and daring to take on the status quo—and the generosity to share what they’ve learned in the process.


As human beings, we are born with a creative impulse—with an innate desire to use our imagination to better the world around us.  Yet, all too often, our organizations end up being less innovative than the people within them. The dozens of in-the-trenches innovators who responded to our Innovating Innovation Challenge embody the first assertion—and are working relentlessly and fearlessly to overturn the second.

Chances are, innovation doesn’t work where you work—or only works some of the time, mostly in spite of your organization’s system and processes. Why? Because you don’t understand what makes the innovation game so different from everything else you do at work—and you haven’t adjusted your playbook to accommodate these differences.

Andy Warhol knew it all along: “Good business is the best art.” And lately, a number of business thinkers and leaders have begun to embrace the arts, not as an escapist notion, a parallel world after office hours, or a creative asset, but as an integral part of the human enterprise that ought to be woven into the fabric of every business—from the management team to operations to customer service.

We recently ran an on-line brainstorming session we call “Quick MIX” focused on a topic related to the current Innovating Innovation M-Prize challenge. The question for the Quick MIX was: what is the one thing you’d change to make organizations more innovation-friendly?  Last week we ran the first installment with eight provocative recommendations distilled from Quick MIX contributions. Read the second installment here for eight additional ideas.

You thought you did everything right—gathered market research and consumer insights; brainstormed, prototyped, and tested a promising new idea; developed detailed financial models and a solid marketing plan. Yet your company’s new product or service didn’t perform as expected. What did you overlook?

Quick MIX Summary Part 1

We recently ran an on-line brainstorming session we call “Quick MIX” focused on a topic related to the current “Innovating Innovation” M-Prize challenge.  The question for the Quick MIX was: what is the one thing you’d change to make organizations more innovation-friendly? Over the course of a few days, MIXers from around the world submitted over 100 answers to this question, many of them receiving lots of praise and tweets from the MIX community.  There was so much insight packed into the Quick MIX submissions that we decided to provide a summary of the major takeaways from this exercise, grouped into broad themes (you might recognize these from the Innovating Innovation challenge brief).  Below is our first installment, covering eight broad recommendations on how to make organizations more innovation-friendly.  We’ll present another eight in a blog next week.

Just a few weeks ago Harvard Business Review and McKinsey & Co. opened the first leg of their 2012/13 M-Prize challenge: "Innovating Innovation." The M-Prize's overall goal is to "surface the world's most progressive management practices and most provocative management ideas" and connect and celebrate individuals reinventing management. This particular challenge — where I'm serving as a judge — seeks "real-world case studies and bold ideas that demonstrate how every element of a company's management model can be retooled to make it innovation-friendly."

The most adaptive, agile companies and organizations are figuring out how to leverage what they do best to take advantage of global, seismic shifts in media, technology and society. Today’s newest and brightest example is a distributed philanthropic movement called GivingTuesday.

Game-changing innovation is a beautiful thing. Disruptive products and services are unleashed. New markets are created. Customers smile, employees cheer and shareholders win. What’s not to like?

Management thinking is inherently faddish, but there are some perennial favourites that never fall out of favour.  Innovation is one those evergreen themes: it is a rare CEO who doesn’t list innovation as one her top four or five priorities.

In the creative economy, innovation is more important than ever. Innovation is the only insurance against irrelevance.  It’s the only antidote to margin-crushing competition, the only hope for out-performing a dismal economy, and the only way to truly amaze your customers.  Innovation—in operations, products, business models and ecosystems—isn’t merely a competitive advantage, it’s the competitive advantage.  

Watch Gary Hamel, co-founder of the Management Innovation eXchange (MIX), discuss how to make innovation an everyday, everywhere capability. In this video blog, Hamel lays out three critical questions you can use to test the depth of your organization’s innovation competence.

Submit a Hack (a disruptive idea, radical fix, or experimental design) or a Story (a real-world case study of a single practice, an initiative, or a broad-based transformation) on the subject of making innovation a systemic and enduring capability--in short, embedding innovation deep into the company's management DNA.

Participation is open to any registered member of the MIX. Join here

MIXers may (and are encouraged to) team up to co-author submissions.

Submissions may draw on secondary source materials but should be based primarily on first-hand experience or an original idea. In every case, be sure to credit all those who contributed to your story or hack and provide citations to external reference material.

The Innovating Innovation Challenge will unfold in two stages: a preliminary submission phase ending December 31, 2012, and a final round for the finalist teams ending January 27, 2013.

All entries will be judged by our panel of leading management thinkers and progressive practitioners, including:

  • Scott Anthony - Managing Director, Innosight Asia-Pacific; author, The Little Black Book of Innovation
  • Tim Brown - CEO and President, IDEO
  • Henry Chesbrough  - Professor, UC Berkely; author, Open Innovation
  • Jeff DeGraff - Professor, University of Michigan; author, Innovation You
  • Gilberto Garcia - Chief Innovation Officer, CEMEX
  • Gary Hamel - Co-founder of the MIX
  • John Kao - Chairman of the Institute for Large Scale Innovation; author, Innovation Nation
  • Jim Stikeleather - Chief Innovation Officer, Dell Services

Winners will receive significant recognition as management innovators on the MIX, Harvard Business Review and HBR.org, the McKinsey Quarterly and McKinseyQuarterly.com. Winners will also earn the chance to appear at future live events hosted by the MIX and its partners.