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Common barriers to innovation

Common barriers to innovation. Organizational history/legacy Innovation strategy unclear (or absent) Poor culture for innovation Deficiency in “Inquisitive”, “Advocative”, “Collaborative” and “Goal-Directed” behaviors (SATM Innovation Model). Common barriers to innovation, continued.

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Common barriers to innovation

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  1. Common barriers to innovation • Organizational history/legacy • Innovation strategy unclear (or absent) • Poor culture for innovation • Deficiency in “Inquisitive”, “Advocative”, “Collaborative” and “Goal-Directed” behaviors (SATM Innovation Model)

  2. Common barriers to innovation, continued • Unclear idea collection process • Where do new ideas “go”? • Who assesses? • What are assessment criteria? • What is nature of feedback to originators? • Slow/arbitrary feedback to idea generators • Insufficient knowledge of technology and market trends

  3. Common barriers to innovation, continued • Fragmented/Inadequate resources • Especially for large opportunities • Too slow to stop support of less-promising opportunities • Over-tweaking before customer testing • Especially for radically new products and platforms

  4. Overcoming Barriers to Innovation • Adopt and effectively communicate a clear innovation strategy* • Establish innovation guidelines and goals: business areas, quantitative screening criteria…. • Establish resource guidelines • Instill innovation “norms”, e.g.: • Innovation is lifeblood of business and everyone’s job • Ideas can come from anywhere • There are no “bad” ideas • Apply practices associated with highly innovative organizations by SATM Innovation Study *Strongly correlated with innovation outcomes in Koen/IRI survey

  5. Overcoming Barriers to Innovation, cont’d. • Install or renovate formal idea collection process – and use it! • Maintain market/technical knowledge function

  6. Overcoming Barriers to Innovation, cont’d. • Commit resources* • Especially aimed at enhancing market/trend knowledge and developing preliminary business cases • Applies especially to lower risk activities A,B,C • “Opportunity Attack Teams” (Koen) to rapidly develop actionable plans for large opportunities • Preponderance of resources full time* • Develop specific screening criteria and apply prioritization process to kill poorer projects • Applies especially to lower risk activities A,B,C *Strongly correlated with innovation outcomes in Koen/IRI survey

  7. Overcoming Barriers to Innovation, cont’d. • Quick trials, refinements, and re-iterations (“Lickety-split” improvisation, per Lynn and Reilly) • Employ systematic, quality, product development process • Define more detailed business cases, reflecting risk appropriately

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