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Innovating Innovation

With the Innovating Innovation challenge we’re looking for your stories and hacks on how to make innovation a real capability in organizations.  With the Quick MIX, we gave you an easy way to engage and inspire others on a related question: what is the one thing you’d change to make organizations more innovation-friendly?

Like the M-Prize, this process was open to everyone.  The best contributions are being recognized on our blog, on HBR.org, and in the social media channels of the MIX, Harvard Business Review and McKinsey & Company.

What is the one thing you'd change to make organizations more innovation-friendly?

Submitted Ideas

Re-shore manufacturing with our advanced VizPlanet/VizPlant platform, with a “global reach & yet with a local presence”!

Idea by Charles Prabakar on December 1, 2012
With so much rhetoric being thrown these days, to onshore manufacturing, we suggest an advanced, win: win value proposition, to re-shore it, with a “global reach & yet with a local presence”, using our VizPlanet/VizPlant platform, that is designed, by combining physical devices with digital telemetry, to enable certain repetitive functions, to be remotely operated by global resources (without off-shoring the full plant), saving substantial non strategic cost. Plz read my VizPlanet hack for more.

Constructive Criticisim

Idea by Basma Al Nabulsi on November 20, 2012
If organizations stop dealing with criticisms in a defensive manner, they make room for constructive contribution to their work plans. Be it a private sector company or a government institution, engaging people through social media produces new content instead of one-way channel communication. Invest in Social Media.

Instead of performance appraisal - a "make mistakes we can learn from" competition

Idea by Marcelo Michelsohn on November 20, 2012
Innovation flourish in an environment of excitement and not fear. Top leaders should announce an organization wide competition for the person, department, project team that can generate more learning from mistakes they make. The learnings should be shared. Top leaders should start the process by sharing their mistakes and learnings with all the organization, at least once a week, so people understand that this is for real. People should be able to comment and vote to choose the best ones.

When you innovate, celebrate

Idea by Jonathan Opp on November 20, 2012
Create an annual innovation award for the best idea put into action. Whether it’s a new technology, new process, or any change that dramatically improves the customer experience. Make it a big deal. Turn winners into heroes. And make the nomination process open and peer-driven. This will get employees actively looking for innovation across the organization. The more they see it happening and recognize it in all its forms—the more it will become core to the culture.

Diversity: The mother of creativity and innovation

Idea by Shilpa Ranganathan on November 20, 2012
There is diversity in the world but not always in the workplace especially technology fields.Diversity is key for creative thinking.It provides the variety of perspectives and experiences that spark creativity,problem solving and innovation to propel organizations forward.Blending different expertise yields innovation.So in addition to gender diversity lets all build organizations where there are diversity in skills,demographics,thought,lifestyle,ethnicity, education and socioeconomic experience

The Future of Work is Play

Idea by Ross Smith on November 19, 2012
21st century Organizations must introduce games, play, and fun to spark the next gen creative class. Early civilizations integrated work and play to survive. In the Industrial era, work and play were separated and the world of work changed – from mechanization and Taylorism to the time clock. With the rise of creative work and the push for innovation in this new millenium, it’s now time to reintroduce play, games, and fun in to the workplace. The future of work is play.

Give Everyone a Voice

Idea by Dan Bean on November 21, 2012
Organizations create innovation walls. If you’re in an organization, you’re in the club and you have a voice into what it creates. However, if you’re outside the org, you are often separated by the wall of “not created here”. You can shout your voice from afar and sometimes you’re heard. You can ask club members to carry your voice through the wall and sometimes they do. Often there is silence in return. And innovation goes wanting. Give everyone a voice: lower the wall and then really listen…

Empower and inspire people to bring the customer into the heart of the innovation process

Idea by Lucas Godfrey on November 20, 2012
Firstly, organizations need to engage the customer in a dialogue throughout the entire innovation process, right from ideation to execution - not just talking to them, but listening to them. Secondly, organizations need to minimise the impact of organizational silos on innovation. Ensuring that solutions to customer-centred challenges are designed around the problem the customer faces as opposed to the architecture of the organisaiton is key.

Induce disruption

Idea by Randym Jones on November 28, 2012
Deliberately inducing disruption -- to roles, business models, "common sense" -- is the best way to make your organization more innovation-friendly. By doing so, you jolt your business culture out of the local minimums it tends to fall into. The downside is that doing so creates an unrecoverable cost to the smooth flow of the enterprise: thus it's risk vs. reward. Disruption is scaleless, so it works at all levels. This idea actually underlies many of the other suggestions on this list. Do it!

Make Every Voice Count.

Idea by C Basilovecchio a/k/a justaluckyfool on November 21, 2012
Read and listen to every, yes every new idea. Challenge, improve, or agree. “Believe nothing merely because you have been told it…But whatsoever, after due examination and analysis,you find to be kind, conducive to the good, the benefit,the welfare of all beings – that doctrine believe and cling to,and take it as your guide.”- Buddha[Gautama Siddharta] (563 – 483 BC), Hindu Prince, founder of Buddhism

Replace all mission and vision statements with: "We are here to improve life!"

Idea by Marcelo Michelsohn on November 21, 2012
Most people want to get home after a hard days work and tell their family they did something important. Proud people engage their minds, hearts and hands into creating something bigger than them. Organizations were created to make life better. Let's reinstate that purpose, including all the planet and not only human beings. CEOs should say "We're not here to make cars, refrigerators, shampoo. We're here to improve life. Let's use our knowledge, machinery and network. Dream and prototype!"

Add More Military Leaders to Executive Ranks

Idea by Nan Mehta on November 26, 2012
Former military leaders develop some of the best innovation-friendly cultures. They have the intuition, humility, fierce fairness and resolve for coaxing employees towards being creative and reaching their full potential. They use a blend of inspiration, support and opportunity-alignment in a way that ensures success.They are the truly fearless leaders, awesome advocates and great mentors required by employees today to achieve the massive change initiatives organizations are undertaking.

Encourage Exoerimentation and Risk Taking

Idea by Edna Pasher on November 23, 2012
I have learnt that lack of courage is the leading barrier to innovation. People are afraid to experiment, since they are afraid to fail. People within organizations look for security - or they would create their own organizations... So the challenge is to encourage employees who hate risk to innovate with a safety net - within the organization !!! This is an innovation-friendly organization - it breeds a culture of entrepreneurship for non-entrepreneurs :)

Put the experiments and trials score-board out of the game until the game really start.

Idea by MAX (Mitesh) Patel on December 1, 2012
Many times our organizational processes don't give us enough chances to fail and improve because they bring the score-board in the game even in the practice session. Everything we do is considered and measured into total efficiency matrix. All our trials and given time are considered as the chances given to us to prove our self. As the trials are meant to be failed on large basis they hand-cuff, discard the creative people with red and yellow card that you haven't shown the tangible results.

Make Collaboration, the cornerstone of Competitive Advantage Culture!

Idea by Charles Prabakar on November 27, 2012
While Strategy is all about creating value, most companies end up competing for the same set of value slices, as opposed to, increasing the size of the value pie. Simply put, when the size of the value pie is enlarged, it is no longer a zero sum game, and so, companies are still motivated to play together, in a collaborative fashion. How? Make collaboration, the cornerstone of company's culture, by combining virtual & physical resources, as outlined in my “Innovating Innovation hack”.

Innovation has to go beyond products and technology!

Idea by Stefan Lindegaard on November 20, 2012
Does it matter that you have the best product or technology if this does not provide the best OVERALL solution to the customer? No, it does not help much. Innovation often fails because there is too much focus on the product or technology aspect of innovation. We need a more holistic approach to innovation; an approach that not only focuses on products and technologies, but also on services and processes. For this to happen, training and education across the organization is key.

Kill A Stupid Rule

Idea by Jay Millstead on November 20, 2012
In "Kill the Company," Lisa Bodell suggests a practical approach of "Kill a Stupid Rule." In small groups use a few minutes to answer one question: If you could kill or change all the stupid rules that get in the way of better serving our customers or just doing your job, what would they be and how would you do it? Sit Back.For 10 mins.,Brainstorm.Ask Everyone for their favorite.Pick a few easy/high impact and kill them on the spot. Shampoo bottle it. Lather. Rinse. Repeat in future meetings.

Provide a Natural Edge Refuge as Place for Creative Innovation

Idea by John Roth on November 29, 2012
Here are three incidences of a dedicated sanctuary, meant to facilitate individual creative exploration. The Jonas Salk Research Institute in La Jolla still conveys a defiance of time or style. The past-century poet, Robinson Jeffers, built the rough stone tower standing on a cliff overlooking the Pacific Ocean at Carmel, California. The "Shining Night" composer, Morten Lauridsen, returns each year to Waldron Island, northwest of Seattle. No electricity or phones or running water.

Make trust real at all levels

Idea by Deborah Mills-Scofield on November 26, 2012
If people really feel trusted - which implies (to me) respect, autonomy, accountability, freedom to try, freedom to fail & learn - innovation would become safer. I think trust is fundamental.

Move from Command&Control to Connect&Create

Idea by Dany DeGrave on November 24, 2012
First create an environment of trust and inclusion of a diversity of thoughts (and people).

Budget time and money for experimentation and have an experiments goal

Idea by Mario Morales, CEO Innovare on November 20, 2012
A truly innovation-friendly company is one that allows people to try new things. Unfortunately, starting experiments in an organisation is very difficult. Some companies are changing this by having a specific budget of time and money for starting experiments and a company wide experiments goal. In this way, anyone that has an idea can ask for a "permission to experiment" his idea, which will get the person an amount of money and time to do it, creating a culture to do it company wide.

Target 50% failure for internal projects

Idea by Mike Anderson on November 26, 2012
If you hit targets 100% of the time (budget, delivery, timescale, KPIs etc.) then you aren't taking enough risk. Leadership should regard 100% as a failure of innovation and ambition. The ideal employee should get it right 50% of the time. To get this dynamic working in the organisation, individuals should stand up in weekly meetings, say what they have done, whether it was a success/failure, and what they learned.

Swap effort for talent (or Let's praise people for effort instead for talent)

Idea by Alberto Blanco on November 22, 2012
When someone is praised as “talented”, it automatically creates a subtle but driving pressure to protect his intelligence and reputation. That’s why “talented” people are so risk averse (e.g. tend to aim too low, or in some cases, to cheat the game). As a clear contrast, when someone is praised for effort, his cleverness is not at stake. Hence, he is free to stretch himself, try harder, aim high, and purposely fail (e.g. iterate) just as elite athletes, entrepreneurs, and inventors do.

Employee ownership

Idea by Adnan Siddiqui on November 21, 2012
Let the employees take full credit of their ideas. Make sure that they get the limelight as well as returns from there idea and its implementation. Don't be greedy as an organization and in time you will have a culture of innovation and enough working ideas for a life time.

Truly flatten the organization

Idea by Ben on November 20, 2012
As Clay Shirky has pointed out, technology has dramatically lowered the cost of coordinated action, and formal, command-and-control organizational structures from the industrial era are frequently unnecessary, if not counterproductive . Removing hierarchical friction and empowering all parts of the organization to participate in innovation would have an immediate and substantial impact on innovation-friendliness. Truly flatten the corporate organization; don't just talk about it.

Draft a social contract for innovation with your team

Idea by Ivan Gonzalez on November 21, 2012
Recently, we drafted one not only for innovation but for all of our decision-making processes. A social contract is basically an agreement among ourselves which tells us what principals will govern our interaction with each other. We landed on these: Be fully present. Speak your truth as you know it now. Experience discomfort. Expect and accept non-closure. Confidentiality. Gentle reminders. Watch your airtime- 2x B4 me. "Ouch!". A 24-hour rule. It has helped us innovate very fast!

Redefine Innovation: Make innovation easy, simple, interesting and fun activity for everybody.

Idea by MAX (Mitesh) Patel on December 1, 2012
If you ask experts, thinkers, gurus and real innovators what is innovation, you will get the answers that reflect Doing and Thinking different,Think Outside the Box,Cultivating new skills,Detail focus to customers etc.The definition of innovation build perception in people as you have to be God Gifted,Genius,Constantly learning,Practicing hard. These things demotivate many people to believe that are not much innovative or this is not my cup of tea and lost their creative confidence.

Throw away

Idea by Peter Koenig on November 20, 2012
Throw away organigrams. Throw away job descriptions. Let people define their own roles in the organization according to their skills and what they love doing. Let them either create their own projects or coopt themselves to projects of others that inspire them. They are going to do so anyway if they have any fizz. Redraw the organization chart. If they're unable to find their place, fire them - it's best for all. If you're unable to handle this, fire yourself! - it's best for all.

Show Don't Tell

Idea by Moises Norena on November 26, 2012
We can spend all kinds of time in meetings showing power points to explain how great our innovation process is and convincing our leaders of the need to drive more of it. Finding opportunities to showcase the insights, the prototypes, the way things manifest in real life, with the passionate innovators presenting them goes a long way when it comes to driving inspiration and behavior. Innovators must find and produce these opportunities to create internal "demand" for innovation.

Get things (incl. innovations) done collaboratively, with a “checks and balanced", three branch organization structure!

Idea by Charles Prabakar on December 6, 2012
Among all Gov models, the “checks & balanced”, 3 branch model, seems, one of the best- as it, inherently motivates all branches to collaborate & GETS THINGS DONE, without anyone, becoming too powerful. Hence, I suggest a 3 branch org structure for corporations as well, with the CEO as the President, the BU heads as senate, the enabling function heads (HR, Strat, Fin, Proc, IT etc.) as congress, the board as judiciary, & the shareholders as citizens-all collaborating together, to get things done!

Make time to make mistakes

Idea by Johan Prinsloo on November 21, 2012
Allow time-out from project/production pressures to try new things. Display a huge heart and tolerance for failures.

making innovation 'human' -- choose people well and treat them like royalty

Idea by Alka Puri on November 20, 2012
All tools & technologies depend on one single factor -- how you engage you 'people' -- employees, suppliers, customers, all those who are relevant to your organization. So find the best people you can, and then provide them the opportunity to grow, talk, share, trust, do, believe, hope, play, and enjoy!

MC Hammer's innovation leadership principle: "U Can't touch This"

Idea by Moises Norena on November 21, 2012
Innovation projects and initiatives require a serious protection mechanism. It can manifest in different forms within the organization. It goes both ways, the protection mechanism should be effective in keeping it from being eliminated or take funding away in turbulent times but the project leaders have to find ways to effectively communicate the advancements. Prototyping is helpful to reduce uncertainty and make protectors feel good about their protege.

Jack and the Innovation Beanstalk

Idea by Alan Gard on November 30, 2012
It's a familiar story: Jack has some lowly regarded beans. After they get thrown to the soil they are revealed as magic beans. To drive innovation, get the organization believing they EACH are Jack with magic beans. This requires leadership's repetitive messaging. Then create an innovation farm, the place where everyone knows they can plant their magic beans, removing the barrier of "I don't know where to go with this idea." Nurtured well these seeds will produce an innovation harvest.

World-class Questioning: Challenge Assumptions

Idea by Claudia Lindby on November 20, 2012
Innovation must be a mental habit, everyday thinking for every employee. Build a challenger culture. The entry point is to ask questions that challenge all those (old) assumptions underlying our strategies, our operational plans, our decision-making... Train your ability to ask world-class questions. Train - and/or, allow - your people to spot underlying assumptions and to ask those challenging questions. And listen with an open mind. Welcome the new thinking.

Lead from the Top

Idea by Angela Woodin on November 26, 2012
The priority of innovation should be clearly communicated to all employees - innovation to be clearly articulated in the business Strategy, Leader Behaviours, and required in every person's goals. Innovation needs to be on the agenda of meetings, and achievements encouraged, recognised and rewarded by the leaders. Leaders to walk the talk. Without this leadership, everything else (tools, culture, process, etc) fails - people must be empowered & encouraged by consistent messaging from the top.

Protect innovation(r) s from their premature departure, with a “nothing is non discussable” type, face saving platform!

Idea by Charles Prabakar on December 5, 2012
Most innovation(r)s get canned prematurely, by sugar coated euphemistic arguments (no ROIC/g, not our way, been there done it, doesn’t work, light yrs ahead etc), but, when we peel its surface, it all comes down to 3 causal groups: cannibalistic fear, protect turf, job security.So,we suggest a “nothing is non discussable” type platform, where, anyone can voice true root causes proactively (& confidentially), with a face saving assurance that it’ll be dealt by leadership, with a win:win mindset!

don't wait for conditions - take action

Idea by Alan Arnett on November 21, 2012
The biggest barrier to innovation is that we wait. Leaders wait for staff to innovate - staff wait for permission/space/toys. The issue is not other people - we are the organization. Its not more ideas we need - its acting on the ideas we have with the resources at hand. Even if your idea is big, start small with what people can handle today - value progress over agreement, experiment over planning, and connection over winning. Get going, and bring people with you.

People Mindset

Idea by Olumide Akintunde on November 20, 2012
Since innovations are made by people, people are as well needed to make these innovations work i.e. become business solutions. Aggressive campaigns should be carried out in-house just before an innovation is made. Employees, customers and suppliers should be made to understand that innovations are key to the mission and vision of the organisation. Sooner or later, employees, customers and suppliers would be acquainted with the importance of innovations as a means of increasing growth.

Time to Talk

Idea by Donald STAVERT on November 21, 2012
Easiest way to get more innovation in organisations is to give the people who work in the organisation time to discuss ideas that would benefit the organisation . Put a bunch of workers in a room with a blank sheet of paper and ask for ideas and you will get dozens. The biggest challenge for the organisation will be responding properly to the suggestions

Moving the needle in the less sexy workplace

Idea by P T Navendra on November 22, 2012
It's easy for a group of innovators to discuss innovation. Lets look at the "average" organization. Yes, the ones falling in the lower tiers of the sexiest place to work list, the ones that don't get to employ the cream of the resource pool, the green fields of innovation opportunity, if you will. We should be able to interconnect our champions here with innovation drivers like the MIX to help set up internal innovation programs. We need to create an awareness for the want of this social help.

Its not the WHAT its the HOW

Idea by Jose Tagle on December 6, 2012
Incentive systems can help employees take a first plunge into an innovation culture but for this to work managers must understand that what matters in not WHAT is given but HOW it is given. I have seen Banks give BMW´s and the winners complaining on the color. There is nothing like an emotional connection with the employee that innovates, with the employee that takes ownership on his job. Lets connect in order to make innovation friendly.

Bottom-up Research and Development Program

Idea by Nicholas Van Zant on November 20, 2012
Attendance-optional monthly, weekly, or even daily meetings should be open to anyone and everyone in the company - providing a laid-back, "we're all ears" approach where "no input is bad input." When someone comes up with an idea, they are credited with the idea and they receive some equitable return for their input. On top of this, adoption of a program offering up tools for entrepreneurial training, gathering information and utilizing capabilities- cutting out the bureaucracy and red-tape.

Create an environment that favor both extroverts and introverts

Idea by Tracy Huang on December 5, 2012
A lot of times we hear "to be successful you need to be assertive and outgoing". But people are born with a certain type of personality & they may not want to change that. Introverts may not be as eloquent as the extroverts; yet that doesn't mean their opinions are not important. They just need an envionment, or a new kind of management style, they feel most comfortable with to express themselves. See how Susan Cain describes the power of introverts at TED http://bit.ly/R8wuaa

Adapting offices to think and work differently ( we behave

Idea by Jean-Pierre RENIER on November 26, 2012
Offices are quite often standard in terms of furniture, wall, table, chair..... An easy way to create different work environments is to use the space by changing the traditional codes: create an innovation room without table but with some unusual appliance, set-up white walls to be used by people for drawing their ideas anywhere in the office, display the employee' picture at the age of 4/5 years old including in what kind of job they project themselves.....

Cultural Transformation

Idea by Francis Jeyaraj on November 28, 2012
Structural considerations also affect the way in which Performance Management (PM) is been implemented. This is why there is no single way to develop and introduce Performance Management. Structure – the degree of centralization and the extent to which the Bank is hierarchical based. We need to infer the drivers for Performance Management. The procedural and design points can then be dealt with. The final arrangements for pilot schemes (2 Pilots) and implementation have to be made.

Flank the obstruction, "human nature"

Idea by Jim Smith on November 20, 2012
With decades of really smart psychologists & expert management authors , it strikes me odd few deal with the importance of human nature Wikipedia defines innovation as "(Lat. innovare: "to change") rather than doing the same thing better." Employees will not risk their career to help, their perception of risk from management is their reality. Innovate, ask them to tell you anonymously the truly stupid things the company is doing! One client did it: $<300M> sustainable in 10 weeks. It works!

Unconditional love and trust

Idea by Naveen khajanchi on November 20, 2012
Its necessary to create a wholesome space of trust in the individual . Each individual is blessed with some wonderful qualities inside , nudge them with love and care to help him tap into them . Allow the freedom and space to experiment and fail yet remain objective with passion ...wonder's will start happening . Purposeful purposelessness will become the unsaid environment and culture .

It's innovation if its new to you!

Idea by Mark McDonald on November 20, 2012
Innovation can be daunting, particularly when equated with invention. Innovation is the introduction of something new, not necessarily something that has never previously existed. Anchoring innovation back to the idea of creating new things can make organization's more innovation friendly. "Using your eyes to plagiarize." Bringing ideas and practices home lowers barriers to innovation, reduces risks and creates change capacity. It's not a re-run it's a new idea to you that creates value.

Forgotten to listen

Idea by Joanita Bonnier on November 20, 2012
The current economic crises reveals the dramatic state of current leadership in practice. Many leaders still believe that with a title comes a touch with some sort of a magic sword that makes them all knowing and powerful. And better than all the rest. To make organizations more innovator friendly I would like to force all leaders to experience the enormous wealth in talents, intelligence and ideas in their companies. Give room, listen actively and innovation will flourish.

Scrap "performance" incentives.

Idea by Mike Anderson on November 26, 2012
If you create incentives built around artificial "performance" targets, then you will focus behaviour on those targets. In some cases this is what you want (shovelling coal? selling cupcakes?). But it will destroy innovation - all you will get is narrow target chasing behaviour while the true innovators go unrecognised. Incentives in innovative organisations should be shared and non-financial (peer recognition, learning opportunities, working culture etc.)

Think and Act Like a Start-Up

Idea by Gil Laroya on November 20, 2012
Every organization can benefit from being like a startup. This entails engaging your employees at the individual level, empowering each person to leverage their strengths towards a common goal. The startup mentality defines each person as a lateral component of the org chart, not a superior nor a report. What separates each individual should be their strengths and limitations, NOT their job title. Do away with "teams" or "groups" which feel artificial. Leverage abilities and generate confidence.

Practice Selfless Leadership

Idea by Nan Mehta on November 20, 2012
Managers/leaders practice selfless leadership where they serve their employees rather than manage/direct them. They coach and inspire creative thought; then, remove org. obstacles, be an advocate, take the ideas up the appropriate chain to gain it visibility and get it implemented. Selfless leaders can manage less because when employee creativity is inspired; employees naturally manage themselves. They are self-disciplined, focused and engaged. Result: a contagious, innovation-friendly culture.

Facilitating Idea Organization and Exploitation from the Bottom Up

Idea by P T Navendra on November 19, 2012
In many larger organizations, great innovation opportunities hit the graveyard on the ground-floor of management. While higher-up support and sponsorship is needed in both funding and training opportunities, ground-floor personnel should be empowered to self-organize, collaborate in healthy competition, and let innovation bubble up from the bottom. Too much upper-management involvement, no matter how good the intent, invariably invokes the invisible hand of conformance and nueters the process.

Breathing Space

Idea by Jill Malleck on November 20, 2012
Build office spaces with windows that open. Get fresh air inside the space. And then, build "breathing space" into the workday schedule. Make it a "norm" to take breathing breaks...in meetings, at lunch, during the day. Teach managers to call a "breathe break". Most people at work are so stretched and so "heads down at it" they can't innovate because they are starved for breath.

Customer Enables you to Innovate

Idea by Devi Prasad on November 19, 2012
Tracking pattern of customer behavior enables lot of innovation in business. If every individual in a organization involves him/her to "brainstorm" or "Informal discussion" on everything related to your business & customer satisfaction,tend to brings out the innovative thinking in you. Innovation can happen by anyone in the organization as long as there is scope available to think and experiment.

Start innovating by stopping inertia

Idea by Jonathan Opp on November 19, 2012
One of the biggest barriers to innovation is inertia. The tasks that fill our days aren’t always the ones that will make us competitive tomorrow. So start by taking the time to stop. Short circuit the system that keeps people busy to refocus on what matters. Pause for a day. Ask big questions. Bring new people into the conversation. Listen more than you talk. Even if the answers to innovation don’t come immediately, you’ll forge stronger relationships with those on the journey with you.

Assume Innovation Will Happen and Staff for It

Idea by Braden Kelley on November 19, 2012
Often innovators are punished instead of rewarded. "Thank you for your idea, please continue working and use your personal time to develop the idea further." What if instead of % time (which is hard to manage) or treating innovation projects as an exception, time for innovation was truly part of the staffing plan - like vacation. That way organizations would have the human capital available, and employees and managers could schedule early innovation efforts in much the same way.

In a stream of ideas some kind of deeper pattern will be evident

Idea by JH Eugenè Joubert on November 20, 2012
Staff - especially new ones - are mostly scared to think out the box and discover that new innovation - it might not be good enough for the shareholders or somebody might laugh at them - so they don't think innovation anymore. To be more innovation friendly one needs to then cultivate a let's talk and get all ideas on the table - once staff see that it's OK to stream ideas they open up and in that stream of ideas the deeper pattern will be evident - THE INNOVATION HUB

Consistently, recognize and reward free, bold, fresh thinking - formally and informally

Idea by Sridhar Dhulipala on November 20, 2012
On the premise that in any business environment, there is no problem that exists without some sort of feasible solution. It could come from customer facing roles, internal operations, HR, any corner of the organization and outside; from partners, vendors, customers. To create an innovation-friendly organization, it has to begin with a culture that encourages bold, fresh, free thinking, as a consistent, visible initiative that everyone aspires to, de-linked from other formal programs.

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