Basic values - the backbone: Basic values define an organisation. Trust and respect, learning, commitment, inclusiveness and contribution are the kinds of principles that help an organisation hold its shape in the frantic pace of global business. They provide the backbone for decisions and the foundation for shaping strategic alliances.
Innovation values - the possibilities: Beyond basic values there are some drivers that can transform ordinary projects into a huge new business. The expression of critically assessing the status quo and freedom to explore new possibilities, intuition, curiosity, fun, and synergy are just a few of the ideals that create the magic in innovative organisations.
3. COLLABORATIVE INNOVATION Innovation takes time and involves a rigorous process.
It takes time to align around a challenge, gather information, and think together. It takes discipline to reflect on and refine ideas, work collaboratively to implement them, and learn lessons along the way. It’s a process that involves the hearts and minds of many people. There is no magic innovation machine that pops out breakthrough solutions complete with nice, neat, cost-justified printouts at the end.
Good thinkers, especially those who are also good leaders or strive towards excellent leadership, understand the power of shared thinking. They know that when they value the thoughts and ideas of others, they receive the compounding results of shared thinking and accomplish more than they ever could on their own.
4. INNOVATION CONTEXTUALISATION A context for creativity, sometimes referred to as the ‘innovation architecture’, sets employees’ expectations about innovation and new ideas. One of the ways to develop this creative context is allowing for elegant solutions, and companies that fall into that category tend to be more innovative and innovate more rapidly than their peers.
28 Management Today | September 2012
When it comes to innovative and creative thinking, leaders must remember that ‘what gets measured gets done’.
Organisations
that only measure short-term financial returns end up stifling innovation in the long-run. Before innovative ideas can be promoted and rewarded, organisations must first measure creative activities and outcomes.
A simple
and powerful measure to begin this process is for a leader to determine how many minutes a day employees set aside to generate ideas. Although most companies do not track this metric, innovative ones like 3M and Google track as well as publish such information widely.
Additionally, momentum is essential for keeping innovation and creativity alive in companies. It is generated through actions and conversations, as well as celebrating individuals, teams and the entire organisation. To maintain momentum, people would need reminders of the habits that drive business success, such as ideals, symbols or rituals.
As part of its leadership offering, TalentLine Consulting assists individuals and teams in South African organisations to unlock this creative energy through specific skills, tools and techniques.
TalentLine Consulting Group (Pty) Ltd
www.talentline.co.za kstockdale@talentline.co.za Telephone: 011 231 77 00
References: Bessant, J. (2009). Innovation: Creativity, Culture, Concepts, Process, Implementation. Dorling Kindersley (Penguin Publishers Stefanovich, A. (2011). Look at More: A Proven Approach to Innovation, Growth and Change. (Jossey Bass) This page is sponsored by Talentline Consulting (Pty) Ltd
The Innovation Journal
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