Most of us agree that organisations thrive on innovation and new ideas, but what factors might hinder this?
We need innovation to thrive and to create revenue. But innovation out of necessity is when we simply follow the crowd. When we innovate by choice, we are ahead of the crowd. An excellent article in Catalyst, Q1 2021, by the consulancy True Innovation, tells us so much about the factors that might hinder this and factors that promote it.
I learnt from a CIPR training course that innovation and creativity are about finding solutions that have not been tried in this context before. Because there is nothing really new under the sun, it is about applying familiar things to new situations. But if it is so easy, why do so many companies struggle with innovation? Some factors that hinder innovation include a culture that does not welcome new ideas, is too critical of them too soon. Another factor is lack of application of ideas once they have been generated. Perhaps managers lack the skills, or perhaps the process to apply the ideas does not exist. A third factor might be that most employees in the organisation think innovation is someone else’s job, not theirs.
The importance of everyone innovating
We are all creative beings from childhood onwards. That means everyone in the organisation has good ideas to solve problems. The importance of this for everyone in every part of the company cannot be overstated. So there must be a culture of welcoming and nurturing new ideas from every level of the organisation.
What happens next?
There are some vital factors that are needed to make the new idea work in practice, it needs to be applied so the organisation can thrive. The chief of those factors is a leadership team that is willing to take risks. That leadership team will ensure the organisation’s processes can embrace and apply the new idea smoothly and the leadership will ensure internal and external communication is clear and helpful. Then everyone will understand and welcome the new idea. For more thoughts on innovation visit http://www.mckinsey.com.