- Published: June 2002
Successfully Embedding Innovation
- Published: August 2007
- Region: Global
- 149 Pages
- American Productivity & Quality Center, APQC
It takes time and focused effort for enterprises to shift their paradigms and integrate innovation into their business strategies and cultures. What does an organization do when employees cling to the way things have always been done? How can leaders convince employees that innovation represents something other than more work? This study seeks to answer these questions.
This report examines how best-practice organizations create a strategy to embed innovation, define roles and structures to support innovation engagement, understand the cultural and technical enablers of innovation, design ongoing communication and change management tactics, and evaluate key innovation measures.
- Overarching cultural frameworks and strategic guideposts help establish the foundation for an innovative culture.
- Clearly articulated strategies and road maps can provide transparency and direction for innovation.
- Establishing innovation specialty groups--in addition to centralized ownership--helps to broaden engagement.
- Internal events and competitions provide recognition for innovative thinking and behavior.
- Organizations are deliberate in how they allocate resources depending on the amount of risk involved.
- Collaborating through internal and external alliances can strengthen innovation and idea generation.
- To strengthen the innovative culture, organizations are hiring employees who meet criteria outside of functional capabilities.
- A critical ingredient to get innovation to "stick" is visible participation and active involvement from leadership at all levels.
- Designating physical and/or virtual spaces dedicated to innovation can encourage creative thinking.
- Encouraging risk taking is essential for innovation to thrive.
- Encouraging employees to collaborate with those outside their specific peer groups can facilitate idea generation and problem solving.
- Proper selection of software tools can facilitate the innovation process.
- Employing a diversity of communication vehicles is necessary for a relentless focus on innovation.
- Knowledge and change management techniques can facilitate the embedding of innovation.
- Offering both formal and informal training courses improves internal competencies related to innovation.
The study team and participants set out to investigate how best-practice organizations achieve success in innovation, ingrain it into their organizational cultures, and make it part of each employee’s job. The research also examines technologies, applications, and other tools being used to support innovation, as well as methods of measuring innovation performance. SHOW LESS READ MORE >
Sponsor and Partner Organizations
Study Findings :
Chapter 1 Creating a Strategy to Embed Innovation
Chapter 2 Defining Roles and Structures to Support Innovation Engagement
Chapter 3 Understanding the Cultural and Technical Enablers
Chapter 4 Designing Ongoing Communication and Change Management Tactics
Chapter 5 Evaluating Key Innovation Measures
Chapter 6 Lessons Learned
Partner Organization Case Studies:
Air Products and Chemicals Inc.
Boston Scientific Cardiovascular Division
Computer Sciences Corporation
Hewlett-Packard Company Imaging and Printing Group
The objectives of this study focus on the enablers of innovation:
- How do organizations successfully embed innovation into their cultures?
- How can organizations overcome resistance from employees who cling to the way they have worked in the past?
- How can organizations shift to a perspective in which employees view innovation as the way business is done?
In support of these objectives, the study team worked with the subject matter expert to identify organizations with proven successes in the following scope areas:
1. Creating a strategy to embed innovation
2. Defining roles and structures to support innovation engagement
3. Understanding the cultural and technical enablers
4. Designing ongoing communication and change management tactics
5. Evaluating key innovation measures
The organizations selected for deep, detailed study through structured data collection and site visits (aka “partners”) demonstrate superior performance in one or more of the study focus areas. The goal of the project was to examine organizations that excel in one or more aspects of the scope and
to identify the best practices from all the researched organizations. To achieve this goal, the study team selected potential best-practice partners that had demonstrated excellence and a history of success in the scope areas above. Project sponsors formed the final list of partners by choosing from
among the candidates.
- Air Products and Chemicals Inc.
- Boston Scientific Cardiovascular Division
- Computer Sciences Corporation
- Ethicon Endo-Surgery
- Hewlett-Packard Company Imaging and Printing Group