Innovation is an underlying cultural strategy. Because it requires the coordination of many different aspects, such as management, human resources, and work processes, the foundation must be established before results can be seen.
Low workplace motivation remains a clear and present danger to productivity in 2013, and according to multiple studies/articles/research, employee engagement continues to remain at very low levels. Perhaps the fear of looming layoffs, being skipped over for a raise, seeing an important project cut due to budget constraints, or some other factor, has caused the disconnect. The end result is that it is impacting innovation.
In order for innovation to work, these issues must be addressed continuously. Think about this simple example. An airline pilot trains repeatedly on flying an airplane when one or more of the engines are not operating. They learn how the airplane handles, what the procedures are, and the best way to solve the problem. In reality, most pilots will never have to face the issue. But, when they do, solving this problem is second nature, because they have done it so many times before. (Read about the Gimli Glider which is even more amazing the the landing on the Hudson.)
In order to build a culture of innovation, use this methodology to drive innovation from the top of the organization:
- Engage a key decision maker in your organization on the need to solve one of their pressing problems.
- Meet with experts and flesh out all of the details of the problem. Make sure that
the statement is understandable and “visible”.
- Advertise your problem (and process) in company newsletters, web home pages, bulletin boards and meetings.
- Review and comment on submitted solutions.
- If you’ve been successful, then you should have no trouble finding and assigning accountability to the ideas that should be implemented.
- Award your submitters. To figure out the best motivators for your
organization, answer the question: “What’s in it for me?”