You are in a rush to put together an innovation initiative and increase competitive advantage. We love your enthusiasm and we can help so what is the problem? Few innovation initiatives pass the planning phase in part because of a disproportionate short-term focus. Some argue there is an innovation deficit because organizations have become so short-term focused. Rising from the planning phase is difficult when the necessary long-term phases of an initiative are disregarded. Current systems, processes and mindsets can not only discourage innovation from existing in the present but can also prevent necessary change from taking place to enable development of an initiative to increase innovation in the future. Developing a successful innovation initiative that moves past the planning phase requires a common vision and diverse cross-organization buy-in gained through communication, understanding and reinforcement over the long-term.

The three main phases of development of an innovation initiative are planning, startup and steady-state. The planning phase involves formation of a vision, appointment of a leader and development of a system. Buy-in to the vision and development of a system require a strong leader backed by a diverse team of local leaders who will communicate the importance of the initiative and provide a forum for questions and concerns. The innovation initiative may be born at the bottom, the top or somewhere in between but it should be widely valued and accepted to be effective. This does not necessarily mean the innovation initiative will integrate with current systems and processes. This means a new mindset will be developed to accept innovation as the norm and a necessary system or process of its own. There may even be multiple innovation processes to support the different goals of short-term and long-term innovation.

Innovation initiatives in the start-up phase are growing relatively quickly. Pilot campaigns may be run early in the start-up phase to develop and test the new system and process. Developing a new process during the start-up phase requires communication, understanding and reinforcement. Initial communication of the vision and goals will increase understanding of the initiative and encourage diverse buy-in. A rewards and recognition program will reinforce that understanding. A rewards and recognition program does not require financial rewards. Social rewards can also be effective in encouraging participation and cross-organization buy-in. What is necessary is sufficient follow through on general submissions, questions and concerns. Diverse cross-organization buy-in requires participants believe the system and process is effective in meeting individual and organization goals. This belief should come from what is communicated to and what is experienced by participants.

Buy-in to the common vision and implementation of the new system and process confirms the new mindset and brings the initiative to a more steady state. During steady state, short-term and long-term goals are met as the innovation process developed during the start up phase is preserved while at the same time is evolving to meet new needs determined by constant evaluation and changes in the internal or external environment. Organizations that are in it for the long-term will develop an innovation initiative that can withstand any environment and will develop real competitive advantage. Let us know how we can help you develop a long-term project plan.