[su_dropcap style=”flat”]I[/su_dropcap] HAVE THOUGHT long and hard about why some companies are better at innovating than others, how some are able to act on creative ideas that generate a competitive edge. In fact, I wrote my dissertation on this topic. Not to oversimplify an otherwise complicated topic, two moderating variables stand out: Leadership and strategy. This paper qualifies the relationship that these two variables have on the organization’s ability to innovate through more inclusive and accepted participation among the masses.
I recently read a paper that addressed whose job it is to instill employee creativity. Do leaders expect employees to make innovation work, or is it the other way around? To answer this question, the author described how and where creative ideas come from within the company, and introduced a conceptual model comprised of three levels: the organization level, the team level, and the individual level.
I am particularly drawn to the organizational level. It is here that leadership can directly influence others with far reaching effect. To me, it seems that too many companies still have organizational policies, controls, & approval levels that go too far, that stifle creativity at the individual level when it comes to introducing change. In contrast, organizations that instill less bureaucracy, greater autonomy among employees, & openness to pursuing challenges will likely unleash more creative thought among individuals. While leadership still needs checks and balances to mitigate risk, treating employees as professionals and trusting their abilities with accountability is a far better approach than over management. It reasons that one cannot force another to be creative in thought; they need to feel compelled to want to do it. Leadership needs to make it easy for the organization to introduce and advance good ideas without too many obstacles.
The team (or group) level is another layer that influences creativity among individuals. Being able to share and openly talk about concepts & ideas among a diverse group of individuals, with different backgrounds and experiences, can lead to much more creative thought than if done in isolation. As a facilitator and catalyst to change, the team leader is key to sustaining an environment where individuals feel and act in creative ways. Obviously team leaders are pivotal when it comes to buffering its members from organizational bureaucracy, while keeping individuals focused on ideas that can lead to new, innovative capabilities.
It is no surprise that the real traction to creativity resides within the individual. S/he needs to feel motivated enough to want to contribute to the team and organization, to take it upon them self to ask questions, listen, read, collaborate, analyze, think some more, and offer creative ideas. Since not everyone has these qualities, or cares enough about their organization, it is critical to select and position the right individuals into roles that require creative thought. I believe that there is a bias toward action among individuals who truly want to make a difference and are willing to work through the tough issues. No one likes being told “no” early in the process to a potentially great idea in need of further validation.
Clearly there is far more to make innovation work than what is described above. This paper highlights the importance that leadership and strategy play when it comes to individual creativity. I argue that leaders need to first focus at the broader organizational level. They need to demonstrate commitment to change. Beyond simply saying how important innovation is for survival, leaders should take extra steps to create a positive buzz in the organization. For instance, innovation tool kits could be given to employees to enable ideas to flow and be considered for adoption. Employees need to be convinced of the investments being made, incentive programs to reward individual efforts, and use of an innovation framework with defined processes, roles, & tools to guide tangible outcomes. Next, strategy at the group and individual levels is required to encourage greater participation. Team leaders and employees need to feel comfortable and appreciated enough to invest the energy needed to support innovation. They need to care enough to invest the effort to ideate.
Innovation is about risk and reward. It is NOT an easy task. Yet attempting to innovate the same way over and over again, with neither a guiding framework nor buy-in at the employee level, is a recipe for disaster.
Innovative companies are not just good in one or two areas. Rather, they are innovative in practically everything they do.
Getting the proverbial engine to “fire on all eight cylinders”—at all three levels—will help the organization innovate better with more ideas, better ideas than in the past. So whose job is it to innovation? My answer is everyone associated with the organization, starting with leadership.
The objective of this paper is to focus attention on areas in need of attention. As someone passionate about innovation, feel free to follow up with me should further help or advice is needed.
Reference:
Yoram Solomon, Y. (2015). Who is Responsible for Innovation in My Company?
