How many of us begin a project for our organizations only to find that our company’s organizational systems and processes lack the flexibility needed to create the future for our business?
At Dx3 2017, a panel led by Amber Foucault, Intersect’s VP of Product Management, and comprising of a group of innovators and leaders in established enterprises deconstructed the procedural, systematic, and behavioural inputs needed for large organizations to succeed when it comes to building & fostering innovation.
How do you define innovation?
“Exceptional execution is innovative.” –
Jessica Weisz, Chief Customer Officer – SoapBox
Our panelists brought unique perspectives to the table but agreed on a few key points. Innovation has got to be something new, you have to deliver on it and it can differ from your core strategies.
How can you create process and still be innovative?
Big enterprises are well known, and some may say notorious, for introducing streamlined processes into every aspect of the organization. It then becomes harder to introduce change.
However, as big enterprises have discovered, it is possible for process and innovation to co exist. Give people the autonomy to be agile but also ensure that they have an end goal in mind. This will ensure that you achieve your business goals while staying nimble. Encourage employees to try new approaches and be willing to let them fail.
Those in charge of innovation need to collaborate and work hand in hand with those required to come up with processes. Constant communication and collaboration is key for successfully building and fostering innovation in big organizations.
How do you communicate the need to innovate and changes that are coming?
Over communicate but keep the messaging aligned. Big organizations are great at operationalization of day to day activities but with innovation this can prove to be a hurdle. It is about communication, simplification, setting benchmarks and celebrating successes – that’s how you can scale innovation.
How do you make people care about innovation and bring them onboard?
Use tools that you have available on hand for instance internal forums and get people involved as early as possible, even those who are not part of the core innovation team. This way, at least they can contribute to the overall narrative and be more willing to accept change in the long run.
Keep in mind that you may have to be a little bit unreasonable and push people to make it happen.
What can startups and big enterprises learn from each other in terms of innovation?
Big organizations can teach startups about operations and how to scale and startups can teach them about agility and the importance of being nimble.
At the end of the day, innovation needs to happens in order for organizations, whether big or small, to thrive.