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Slow Innovation (ChangeThis 2007)

Slow Innovation (ChangeThis 2007)

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Published by: Bij Lobith... | Omdat meedenken er toe doet on May 12, 2008
Copyright:Attribution Non-commercial


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Slow Innovation: A Savour-y Way to SuccessBy Derek Cheshire
n the late 1980s, Italian journalist Carlo Petrini was strolling pasta new McDonald’s ranchise in the centre o Rome and he askedhimsel the question,
“If this is fast food, why not have slow food?”
 He went on to start the Slow Food Movement with the aim o counter-acting ast ood and ast lie as well as arousing people’s interest inlocal ood, how it tastes, and how our ood choices aect the rest o the world. The slow idea has since spread to other areas such as education.In the world o business there is huge pressure to deliver results ‘ast’,but do the changes we make, the consultants we employ, and the money we spend create a lasting dierence to our businesses? We make aconstant stream o decisions that merely suce to get us by until thenext crisis.This got me thinking about ‘slow innovation. Innovation has becomea buzzword. I we generate good ideas and research the market, then we are bound to unveil new products into the market and ensure theuture success o our organisation—right? Not necessarily, and in mostcases the results are disappointing, to say the least. Sometimes theuture o the business is put into jeopardy, and the actions can haveserious consequences both within and outside our businesses.
For h purpos o clariy, I’ll coiu o us h ood maphor, bu rs, hr ar wo pois oclar up—
wa xal  I ma  ivai a wa i lw a wa i a?
My simpl diio o iovaio is a bld o craiviy (graig idas) ad kowldg or kow-how (h higs ha w alrady kow). As a busiss cocp, iovaio—i producs, srvicsor procss—is sough o cra valu (moary or ohrwis). eacly how his is do is par o h slow/as dba.Rurig o h dba ovr as ood, mos popl agr h ood is aslss or ‘aricial’ i as,usaisyig, courags social problms as hr’s lil im or social iracio, ad is quisimply bad or your halh. ‘Fas’ is araciv bcaus i provids a o-sop shop or aig. no marhow much damag you ar prpard o do o your ow body, ar you prpard o risk h halho your lovd os? Ad hr is h cruch: you ar givig srious moy o somo ls.By applyig h as ood maphor o a iovaig busiss, you ar ssially ivolvd i a mar-kig rcis; o i which you’r simply dramig up a w produc ad puig i i h mark.this approach dvalus your idas by raig hm as commodiis ad i is o susaiabl bcausyou igor your gras asss, h popl who gra h idas.Social (culural) problms ris wihi your busiss ad dvlop a ‘us vs. hm’ culur. You mayhav chos a soluio ld by your markig dparm or rom a sigl ousid cosulacy, buask yoursl whhr i rally has b ‘as’, how much valu has b grad ad will i cradlog-rm valu? Could you, or isac, rpa h procss o your ow? I you ar prpard ocosisly fog your markig dparm o dah i ordr o g your so-calld iovaios ioh markplac, how much log lasig damag ar you ificig o your compay’s culur, horgaisaioal culur ha is likd o, amogs ohr higs, irisic moivaio?

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