• Ensure that the champions are given the necessary support from management to contribute significantly to the innovation function by negotiating time on the performance contracts; • Ensure champions and their managers understand their role as well as the journey they are embarking on.
Step 5 – Tools and Training
Davila et al. (2006) states that organisational learning is an intrinsic part of innovation. If properly
conceived and executed, it can
unleash powerful forces of creativity and the development of processes to focus them into successful commercial realities. Training on innovation is not a one-size-fits–all, and to illustrate this I have developed an Innovation Training Model (see figure 2) which lists the type of training and development that the different levels within an organisation needs to cover on innovation. • Innovation training must extend to include leadership development; • Creativity training should not be confused with innovation tools training; • Training on innovation is not a one-size- fits-all approach and should be customised to suite the requirements of the organisation – see figure 2; • For innovation to thrive, there needs to be a shared understanding of innovation in the context of that organisation; • The innovation team have to receive training in tools that will be used to facilitate ideation sessions throughout the organisation;
• These tools need to be extended to the champions who will be the operational arm of the innovation function; • Innovation tools need not be restricted to classroom training – they can be extended to include e-learning, making use of virtual characters and can link to the organisation’s learning journey and personal development plans of individuals.
Step 6 – Reward and Recognition
According to Paige Leavitt in an article in the American Productivity and Quality Centre (APQC) website (2007), establishing a structure for rewards and recognition involves more than just following a list of guidelines and principles. • A large part of culture is rewarding innovative behaviour and ensuring that it becomes the ‘way they do things around here’; • Measurement again ties into the strategic alignment of innovation; • It is critical to reward the appropriate behaviour towards innovation delivery and clearly list what the measurement criteria is before instituting a reward programme; • With technology intensive organisations, as well as product development organisations it may also be necessary to ensure that proper Intellectual Property tools and rules are linked with the innovation contribution; • Recognising individual and team contribution is a major factor in creating a culture for innovation.
Step 7 – Idea Management
An ideal idea management system has the ability to promote collaboration across the enterprise where all members participate in innovation-related activities. The idea management system should leverage employee contribution, allow for leadership guidance, enterprise integration and provide measurable results. The platform should provide an intuitive real-time environment for community participation around ideas.
September 2012 | Management Today 41
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