| ign="center"> | | | | order to stimulate innovation and establish priorities, |
| Successful organizations, world-wide, realize how | | | | outline actions to build the innovative process in your |
| important it is to their success to nourish creativity and | | | | organization and start! Re-evaluate your innovation |
| innovation. Innovation is after all, the vanguard to | | | | outline every year. |
| increased competitiveness. Yes, competitiveness, that | | | | Get Outside Help if Necessary |
| all important factor, for companies to be able to | | | | There are plenty of professional groups whose main |
| weather storms like current economy, globalization as | | | | business, like Advantage Electronic Product |
| well as rapidly evolving and disruptive technologies. My | | | | Development, is the development of new and |
| years of experience in the development of innovative | | | | innovative products. |
| electronic products, innovation challenges have | | | | Look Right Underneath Your Nose |
| necessitated the gathering and practice of techniques | | | | Every time a team or company believes that its |
| from many arenas. | | | | device is about as good as possible, someone else |
| Here are a few ideas that we have developed in my | | | | comes out with a better idea or product. Many |
| company. I hope you enjoy the following suggestions, | | | | overlooked discoveries were right beneath their noses. |
| and that they help expand and enable innovation in | | | | Key discoveries that are frequently overlooked are |
| your organization, too. | | | | not necessarily difficult, so question every assumption |
| Environment for Innovation | | | | and look again with a fresh pair of eyes. |
| To build an environment good for innovation there | | | | Simplify |
| must be an organizational climate that encourages, | | | | Keep in mind that technological elegance is simplicity, |
| supports and rewards innovative effort. Executives | | | | not complexity. Review ideas and innovations |
| must say and show, through incentives, rewards and | | | | specifically for ways to simplify. Then, consider this |
| recognition that the organization needs and will listen to | | | | simplification idea throughout the full life cycle of the |
| the ideas of every one of its people. | | | | product, manufacturing, upgrades and so forth. |
| Add Urgency | | | | Set Goals For It |
| Capturing markets is urgent for companies â | | | | People accomplish more when theyâre trying |
| pass it on. Adding a sense of urgency to and making | | | | for goals which are challenging, (even |
| innovation a key to the companyâs security | | | | âimpossibleâ) and clear, than they do |
| and growth can generate great new ideas. | | | | when trying for any other type of goal. Goals drive |
| Embrace the Obstacles. | | | | action directly by affecting what people pay attention |
| It could mean your ideas aren't yet groundbreaking | | | | to, how hard they work, and how long they work at |
| enough to invigorate the organization, let alone capture | | | | something. Assigning creativity goals is as effective as |
| a market if there is nothing in the way of a new idea. | | | | other types of goals, such as productivity goals. |
| Keep pushing; it is frequently a new approach to major | | | | âRe Packageâ Borrowed Ideas |
| obstacles that ends up resulting in real innovation. | | | | The insufferable cocklebur inspired the idea for Velcro |
| Create Your Own Evaluation Tools. | | | | for the space program. Pringles Potato Chips were |
| Create simple tools such as a list of 10 questions of | | | | conceived after seeing wet leaves, which stack |
| factors to vet your innovations. Have everyone one | | | | compactly without being damaged |
| on the team participates. This lets everyone get in on | | | | Questions like these should be part of any innovation |
| the action and have buy-in while keeping evaluation | | | | process: |
| costs down. Chances are you're making the evaluation | | | | "Where can I find an idea?" |
| process too easy if more than 1 or 2 out of 20 ideas | | | | "What ideas can I modify to fit my problem?" |
| make it through the gamut. | | | | âHow is something similar done in |
| Find Ways to Nurture Volunteerism. | | | | natureâ |
| Many people are willing to give up some of their time | | | | "What else is like this?" |
| for great ideas. Find ways to nurture willingness, it is a | | | | "What have others done?" |
| powerful asset. Sometimes that means giving | | | | Brainstorm |
| volunteers a project they have been interested in, or | | | | Brainstorming is considered a group technique, but an |
| re-delegating tasks in order to free-up their time so | | | | individual can brainstorm alone. A small group, with 10 |
| they can help a project that could use their expertise | | | | or 12 members is recommended. The most effective |
| and other times it is as simple as giving them kudos in | | | | way to brainstorm is to have everyone leave any |
| the company news letter. | | | | though of criticism at the door. Even preposterous |
| Promote itwithin the organization, keep it out in the | | | | ideas have later been groomed into fabulous |
| open instead of a secret project or âskunk | | | | innovations. |
| worksâ. Secret projects run counter to the | | | | Substitution |
| idea that everyone can have great ideas. Innovation | | | | Identify the key characteristics, or attributes, of the |
| rarely happens behind closed doors. | | | | product. Then think up ways to change, or improve |
| Innovation Pipeline | | | | each of these, (called the âSubstitution |
| Innovation is not magic. Peter Drucker has called it | | | | Methodâ in design engineering). "Disassemble" |
| âhard, focused, purposeful work.â | | | | a product into its various characteristics for example, it |
| Make innovation a permanent part of the everyday | | | | functions, physical characteristics size, shape, color. |
| process. Build it in to checklists for everyday efforts | | | | Make a game out of inventing alterations for each of |
| and carve out time in strategic planning specifically for | | | | these characteristics and carefully address obstacles. |
| it. Use tools like an intranet to keep people current on | | | | Innovation doesnât have to be complicated or |
| what's new and exciting so that they can contribute | | | | expensive. Care needs to be taken to ensure your |
| too. The company that competes through innovation is | | | | creative strategy evolves in a way that will fit your |
| one that has made the process of innovation a part of | | | | organization. Then your organization can achieve its |
| its daily operation. | | | | creativity objectives. Developing and improving good |
| Begin With Self-Appraisal | | | | ideas can net breakthrough advances and the reward |
| Itâs not enough to wait for others to act; | | | | these efforts. |
| individual initiative is must to initiate the process of | | | | If you have enjoyed this article, click here for more. |
| innovation. Gather data on what must be changed in | | | | |