Even when organizations appoint innovation "task forces" or departments, leaders are continually surprised that innovation doesn't just materialize from thin air. My colleague Justin Wasserman discusses why innovation will not come on demand, and why your employees will not voice their greatest ideas until you do two very important things.
Innovative gadget product developer Nest has invented products that eliminate the headaches caused by everyday electronic gadgets, like fire alarms. Nest recognized what was right in front of us people hate the adrenaline inducing, high pitched beep that comes when you burn the toast, and loath the constant, intermittent "blip" that begins a several hour hunt for the fire alarm that's low on batteries. Nest did something we're all capable
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This question is the foundation of innovation. Now, Nest is a company formed around the idea of solving everyday problems. It's a great sign of leadership and your culture if you can get your organization to adopt the perspective that "it doesn't have to be this way" because unlike the employees of Nest, your people have another job. They won't raise their best ideas unless:
a) They're formally invited to share their ideas that question, "Does it have to be this way?"
b) They're empowered,
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Several years ago,
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Shortly after the group began, the most "junior" person on the team (a patient care assistant),
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"What about the safe?" she asked. "What about it," many in the group replied. "Well,
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new michael kors crossbody handbag, I asked in the most diplomatic tone possible, "You mean you can't discharge a patient if you can't give them their valuables that are in the safe?" The group looked at one another sheepishly and she nodded. "You mean if someone is ready to be discharged on Friday evening, they remain in the hospital until Monday morning?" This time,
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So,
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While this may be the most egregious
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I immediately had several questions running through my mind:
Why hadn't she raised this question earlier?
Why was she the only one to see such an
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The answers then became obvious:
She hadn't raised the question earlier because she wasn't ever asked.
She was the only one to raise the issue because a "safe" environment had been created that was open to all questions.
When organizations find themselves sliding toward dysfunction,
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It takes a special company and culture to make questioning the status quo a part of the regular lexicon. It's even more rare that the leadership makes everyone comfortable enough to raise their hand on any topic, regardless of title or rank, tenure, function,
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Innovation won't automatically come from asking your people to raise their heads above the day to day busywork to ask questions about aspirations what's possible? You also have to actively eliminate the typical bureaucratic roadblocks, and instead, empower people by offering real and visible support for any effort focused on blowing up the status quo.
We find that the silver bullet to increasing an organizations' innovation capacity isn't coming up with the next single rocket science idea, but rather thousands of silver slivers (or people), finally having a venue to act on the great ideas they have always had but were never asked about.
Innovation is not the responsibility of your senior leadership team, your "innovation task force" or even your strategy department it's the responsibility of everyone in your organization. If a great idea is the fuel for innovation, the empowerment of your people is the untapped multiplier. Once you have both, you'll find that your greatest innovation potential has been lying dormant right before your eye.
I am the Head of Research at Kotter International, a firm that helps
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Kotter International works with large scale organizations to help them move faster, with less chaos and more efficiency, enabling success no matter the obstacles. Combining deep business acumen and experience, we provide the guidance that helps our clients implement their strategies through the 8 Step Process for Leading Change.
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