Moving the Needle
Oftentimes, organizations mistake daily activity for progress. They may have a documented corporate strategy and believe they have a methodology for directing and channeling creative ideas in the service of that strategy, but their creative process lack direction, alignment, and the momentum that comes with a defined and interconnected purpose. Consequently, different disciplines within the organization such as R&D, IT, or brand management tasked with generating innovative ideas, will pursue different lines of reasoning and research.
Of course, organizations will benefit from the acquired knowledge. Your research may be teaching you a great deal about trends in technology or advances in science. The data you’re gathering may be informing you about markets, consumers, and competition, but knowledge gathering isn’t moving the needle toward mounting an innovative and viable market introduction or response to a competitive trend.
In our approach to innovation, we’re constantly ensuring all functional areas involved in the creative process are in alignment with corporate strategy. This requires constant testing to determine that we are optimizing the best possible outcome for the growth of the organization while senior leadership receives frequent updates to support decision-making. Since we assume the workload and risks inherent in the innovation process, you don’t have to incapacitate your own talent and tax your financial resources researching and not moving the needle.
Organizations spend a lot of time researching options to make sure they’re making the best choice. And while choice allows companies better results, it also leads to greater indecision or wasting of talent and resources generating minimally viable product and service ideas without market validation. The paralysis of overthinking alternatives for fear of making the wrong choice prevents companies from making decisions and potentially missing market opportunities.
An indecision can be far more harmful to a company in competitive, fast-paced industry than a wrong decision. You can quickly learn from your mistakes and move up. The intent of our innovation practice is to run ahead of and future-proof your current corporate strategy by interrelating creative, research, and testing of ideas and designs. We separate out the issues that demand continued analysis and deliberation versus those concerns that demand a decision be made quickly so your company can make its market windows.
All Top-Down, No Bottom-Up
A third roadblock to innovation occurs when company leaders generate high-level strategies that look good on paper but are not actionable or misguided. Executives consumed with running their businesses are not on top of of current events or briefed daily on future trends to recognize potentially fatal errors in their reasoning and ideas. Their worlds necessarily center on manufacturing and distributing their product lines and serving customer needs. They’re not in the business of constantly monitoring and researching potentially disruptive inventions, technologies, consumption trends, and competitors.
In our practice, directives may come from the top and filter down, but verification and validation can only come from the bottom up. We enhance the innovation process through our Six Sigma expertise. We believe innovation is also a result of continuous improvement to product lines and services, operational efficiencies, and product design and durability.
Fear of Change
In many aspects, we are hardwired to resist change. Our bodies’ complex inertia, or resistance to change, is important for maintaining a state of homeostasis necessary for our survival. Applied to a business setting, our inherent resistance to change can often translate to a fear of change in management, in ownership, in company reorganization, or in increased automation or digitization. It is this aversion to disruption that prevents organizations from embracing the inevitability of change and, as a result, staying ahead of the marketplace. Industries are continuously disrupted and the pace of disruption will continue to accelerate with unremitting innovation in technology and manufacturing.
We provide your executive decision makers with insights and choices to not only alert you to disruptions, but also to enable you to be at the front of change and emerge as one of the disruptors. We become your internal R&D department, accelerating the innovation process behind your product concept and getting it to market as fast as possible and in the best way possible.