3m - Innovation Best Practices
Innovation Best Practices - 3M Case Study
Introduction
We have been working with a number of global organizations on innovation practices for New Product Introduction (NPI) and have found in companies like: SAP, Microsoft, Bell Canada, Siemens etc, - that operationalizing innovation from its early creative stages is a stocatto like tango. Balancing creative tension to ensure innovation downstream execution traction requires tremendous leadership navigation and skill.
It is so difficult for multi-nationals to avoid putting pressure too early on the creative design phases in their short-term hunger for ROI results that more often than not new innovation ideas at the conceptual or ideation stages are squashed or so heavily restricted that the creative and expansive energy is so diluted that results are impossible to achieve.
What we do know is the front end creative process at the ideation phase is a thorn in many organization 's side as they strive to improve front end effectiveness to ensure ideation to execution is achieved. This requires more leaders to develop skills and competencies in leading innovation effectively to achieve sustainable growth in their organizations.
Less than 25% of organizations in North America are confident on their organization 's ability to innovate or have a cleared defined new product or service innovation capability that is robust and adds business value.
Services or NPI Innovation Questions we hear consistently in our client experiences include:
1.) How does my organization innovate more effectively?
2.) How does my organization filter and track what we fund?
3.) How do we avoid filtering ideas out too early or lose track of them?
4.) How much discipline do we ned to drive innovation forward?
5.) How we evaluate more effectively early stage service innovation concepts?
6.) How do we get our leaders more comfortable in dealing with ambiguity, uncertainty, the messiness of creativity?
7.) What decision making
Introduction
We have been working with a number of global organizations on innovation practices for New Product Introduction (NPI) and have found in companies like: SAP, Microsoft, Bell Canada, Siemens etc, - that operationalizing innovation from its early creative stages is a stocatto like tango. Balancing creative tension to ensure innovation downstream execution traction requires tremendous leadership navigation and skill.
It is so difficult for multi-nationals to avoid putting pressure too early on the creative design phases in their short-term hunger for ROI results that more often than not new innovation ideas at the conceptual or ideation stages are squashed or so heavily restricted that the creative and expansive energy is so diluted that results are impossible to achieve.
What we do know is the front end creative process at the ideation phase is a thorn in many organization 's side as they strive to improve front end effectiveness to ensure ideation to execution is achieved. This requires more leaders to develop skills and competencies in leading innovation effectively to achieve sustainable growth in their organizations.
Less than 25% of organizations in North America are confident on their organization 's ability to innovate or have a cleared defined new product or service innovation capability that is robust and adds business value.
Services or NPI Innovation Questions we hear consistently in our client experiences include:
1.) How does my organization innovate more effectively?
2.) How does my organization filter and track what we fund?
3.) How do we avoid filtering ideas out too early or lose track of them?
4.) How much discipline do we ned to drive innovation forward?
5.) How we evaluate more effectively early stage service innovation concepts?
6.) How do we get our leaders more comfortable in dealing with ambiguity, uncertainty, the messiness of creativity?
7.) What decision making