Human resource and innovative workplace cultures

Human resource executives command many tools to foster innovative workplace cultures.

However, investing in innovation may be viewed by some organizations as too risky at a time when they are scrutinizing every expenditure, the Society for Human Resource Management (SHRM) notes in its 2009 Workplace Visions article, “Innovative Work Teams in a Challenging Business Environment.”

For organizations up to the challenge, though, the SHRM researchers point out, “it’s the kind of strategic investment that will pay dividends now in the years ahead.”

Construct environments of greater commitment and confidence to support learning and innovation today. Growth your business and save yourself time and money and reduce stress. By Innovation Consultant Robert Brands.

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2009 Open Innovation - innovation technology

Practical takeaways of the 2009 Open Innovation Summit Presentation

Key points of the presentation by Robert Brands, entrepreneur and innovation coach, from the foam business success story and derived “Robert’s Rules of Innovation ™ ” presented at the 2009 Open Innovation Summit in Orlando last week.
1. Greater returns result when innovation addresses multiple dimensions rather than focusing on one area such as product innovation. Innovation must be applied on a broad spectrum encompassing process, finance, delivery, etc.. According to the Doblin March 2005 research project, financial innovation has the highest returns while product innovation provided the lowest. It should not come as a surprise that the successful Apple’s IPod hits 8 of these innovation dimensions, from business model to customer experience.

2. Success in innovation comes as a result of taking a “Total Innovation” approach, requiring that all imperatives of Robert’s Rules of Innovation be put in place, reinforced and repeated in order to create and sustain “new” in business. These imperatives include Inspire and Initiate, No risk, no reward; New Product Development; Ownership; Value creation; Accountability; Training & coaching; Idea management; Observe & measure; Net results & reward.
3. Use tools available to assess your efforts and apply continuous improvement in the weaker areas. Apply imperative tips, best practices and strive for “Next Practices”. (see Tips on http://www.robertsrulesofinnovation.com/inspire-and-initiate)
Resources:
Imperatives to Create & Sustain “NEW” in Business: www.robertsrulesofinnovation.com
Innovation Assessment tools: www.innovationcoach.com/solutions/
Other lessons learned: http://stefanlindegaard.com/2009/12/08/orlando/
See Twitter : #OIS09

Robert Brands- innovation consultant that drives top-line growth by creating new products, brands and businesses through commercial, creative and strategic plans.

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The Paradox of Innovation, Innovation, Innovation Paradox

The Paradox of Innovation from the 30,000-Foot Perspective: It’s About the Journey, Not the Destination
Tuesday, December 8th, 2009
In the C-suites of corporate America, “innovation” has become a mandate. Executives – from CEOs to marketing officers – believe that to innovate is to embrace the Holy Grail of 21st Century business.

But is innovation alone the answer? Is the end – innovation – capable of surviving solely as a mandate?
Or is innovation a process, journey that seeks a destination refined and polished along the way? “Total Innovation” is a sojourn that mandates a total approach philosophy.

However, to create the Culture, foster Ideation and sustain a focus on thoughtful New Product Development, innovation requires a complex combination of and continued adherence to imperatives that must be introduced, embraced and nurtured. Innovation imperatives must start at the top, the CEO. They must be written into the Mission Statements; “Innovation” must have the backing in the strategic plan.

To thrive, Innovation must have the support of long-term growth objectives and capital support. Beyond support, Innovation must gain Inspiration from leadership, who will create and foster a Culture of innovation and motivate the organization. Leadership must acknowledge the role of Risk, and understand the possibility and benefits of failure.

For without such inspiration and continued communication, Innovation will not survive. It will become little more than a once-promising concept left to wither on the vine of fanciful corporate initiatives that never quite took root.

Therein lies the paradox of innovation.Companies cannot succeed without innovation.Yet few executives understand how to introduce, nurture, or capitalize on the promise of innovation within the organization.

Planned well, the Imperative of Innovation can impact the New Product Development process. It can encourage fertile Ideation, welcoming input from associates to customers and users alike. It feeds the machine, providing methods of collecting, vetting, ranking and considering the Next Big Idea or future new products or processes.

The Innovation Imperative insists on Ownership and Accountability. It requires a Champions – and Chief Innovation Officer, if you will – be named to oversee teams Trained, coached and mentored to shepherd projects through the system, all the while adhering to each Imperative.

The Imperative requires Observation and Measurement of performance and results to ensure they deliver Net Result and Reward, and that they meet or remain focused upon an established set of objectives – and those involved are recognized accordingly.

Ultimately, innovation done well leads to Value Creation – for the organization, its stake holders and customers.

To learn more, visit see www.robertsrulesofinnovation.com or look for “”Robert’s Rules of Innovation ™” by Wiley, March, 2010
Robert F. Brands is President and founder of www.InnovationCoach.com

Robert Brands- innovation consultant that drives top-line growth by creating new products, brands and businesses through commercial, creative and strategic plans.

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