THE QUESTION IS, ARE YOU:
SWIMMING WITH THE CROWD, OR
ARE YOU CHARTING YOUR OWN COURSE?
If you are swimming with the crowd, or struggling to stay ahead, or playing catch up, you probably have misconceptions about what it takes to innovate.
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- To innovate is to create a "step change", or a "leap" in one or more of an organization's variables: products, services, processes, systems, procedures, sales, strategy, etc.
There is a change of direction, a "leap change" that alters the business of the organization, and changes the game for the competition. The ipod for instance changed the music business. A small manufacturing process change can put an organization in a whole new bracket for cost competitiveness or ability to deliver. The outcome has a "surprise", a "wow" factor and an "out of the blue" quality for the outside observer given the current trajectory of the organization or industry. Continue. . .
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This outcome is "invented", as opposed to extrapolated - way beyond thougtful forecasting. It is not just more, better or faster than what was historically done.
- By definition, innovation requires multiple breakthroughs: Breakthroughs in setting the future outcomes, and breakthroughs in realizing these future outcomes. The thinking that is essential, beyond the rational and analytical thinking that dominates business life, is innovative, or "creative" thinking. This thinking is not accessible from reasoning or analysis, and it has its own rules and set practices that need to be mastered to innovate successfully.
There are common misconceptions regarding what it takes to innovate. These are costly to organizations, and because of these misconceptions, many organizations have failed or abandoned their well intended innovation efforts. Clarity on these misconceptions is therefore a must, so we do not get unnecessarily misled. In particular, underestimating and neglecting the need to produce a cultural transformation, beyond merely rolling out an innovation process, has caused many innovation efforts to fail.
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"We believe you have played an indispensable role in our search for the strategies and ideas that will continue to make our enterprise prosper over the long term."
Roger S. Fine, former member of the Executive Committee, Johnson & Johnson
Not to be underestimated:
Successful innovation, and the many breakthroughs that are produced in the process, is not possible without a "cultural transformation".
There is a mindset and "way of being" that has to be
learned and practiced. This means training, demonstrating, having role models, reinforcing (and enforcing), and developing and adopting new disciplines and practices - in other words, a new dimension of culture needs to be established.
Who We Are
At the London Perret Roche Group (LPR) we have over 20 years' experience in helping organizations, executives and executive teams achieve the cultural transformations that allow breakthroughs to be generated and innovation to become part of an organization's DNA.
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