Turn innovation into actionFuture Think LLC
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Cracking the Code o Eective Innovation
Organizational Size and Style Is Driving Innovation Success
Turn innovation into actionFuture Think LLC
|
© 2005–07 Reproduction prohibitedNew York NY
|
www.getfuturethink.com
June 2007
uture
think
article:
Cracking the Code oEective Innovation
Turn innovation into actionFuture Think LLC
|
© 2005–07 Reproduction prohibitedNew York NY
|
www.getfuturethink.com
Executive Summary
Innovation: A Buzzword that’s Broken
There seem to be two dierent and contradictory acets in the world o innovation today. On one hand,innovation has become the latest buzzword in corporate circles. Business publications scream about thelatest innovation in their headlines, the calendar is chock-ull o conerences that showcase “best prac-tices,” and a plethora o gurus litter the speaking circuit singing its praises.There is, however, a darker side to innovation. Just turn to the vast majority o organizations that arestruggling to make innovation work. Listen to rontline managers who are being asked to innovate by theirbosses and have no idea where to start. Just drop in at an organization where there’s palpable atigueater numerous brainstorms have gone nowhere. The reality is that innovation eorts are impotent in mostorganizations.
What Separates Successul Innovators rom the Rest o the Pack?
There are a ew rms that have made innovation a true discipline. Companies like Google, Apple, Whirl-pool, General Electric, and Procter & Gamble, among others, have demonstrated that there is a way tomake innovation an integral part o how one does business. What do these companies do so dierentlyrom the vast sea o mediocrity and ailed innovation eorts? What organizational capabilities do they pos-sess that are so dierent rom the rest?To help answer these questions, we conducted an online survey over an eight–month period. 248 execu-tives rom a cross–section o businesses around the world rated their organizations along the our capabil-ities essential to innovation: Ideas, Strategy, Process and Climate (see appendix or details). Respondentsanswered 20 questions in this diagnostic, broken down by each o the our capabilities, to help identiytheir organization’s strengths and weaknesses. Each answer was assigned a specic score and the nalscore indicated the innovation capabilities o each organization. We also asked respondents to indicatetheir sector and size o their organizations.This report outlines the key ndings rom our survey. It provides a number o implications or organiza-tions trying to tackle innovation today. For organizations that wish to be successul, it oers a rameworkto break down the “black box” o innovation into discrete and manageable tasks. It also provides cues onhow organizations may better innovate by looking at how they’re currently structured.
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Cracking the Code oEective Innovation
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Turn innovation into actionFuture Think LLC
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© 2005–07 Reproduction prohibitedNew York NY
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www.getfuturethink.com
How the Survey Was Conducted
Respondents completed a 20-question survey on our web site which let them rate their innovation eortsacross the our capabilities o IDEAS, STRATEGY, PROCESS, and CLIMATE. Each question touched upona specic element within each capability and was written in the orm o a statement (or example, “Wehave a core set o metrics in place to diagnose how and why our innovation eorts are being eective.”)Respondents chose to either agree, disagree, or neither agree/disagree with the statement. Each answerwas assigned a specic score. Capability scores ranged rom 0 to 5. These capability scores were addedup or the total innovation score. This score ranged rom 0 to 20. Respondents also specied the size otheir business (in terms o number o employees), and their industry. This helped us look at innovationscores through both o these lenses.The total score indicates the strength o an organization’s innovation capabilities. The higher the score,the more innovative the organization is and the closer it is to making innovation a discipline. Low scoresindicate that all is not well with innovation within the organization—it suggests that a company is not doingall it can to make innovation part o its everyday practice.
We present the fve key fndings rom our survey on the next page.
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Cracking the Code of Effective Innovation
Does the "size" and "style" of your organization impact innovation?
What separates successful innovators from the rest of the pack? We surveyed 248 executives from around the world to rate their organizations along the four capabilities… (More)
What separates successful innovators from the rest of the pack? We surveyed 248 executives from around the world to rate their organizations along the four capabilities… (More)
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