Each organisation has its own way of thinking about new ideas and innovations. I call this innovation style.
New ideas and working methods do not emerge in the same way within IKEA, Apple, a university organisation, or the municipality of Malmö city.
What do your success factors look like?
It is good to know and understand the history of your own business.
- Why did some projects succeed / fail?
- Are there patterns in your successes and adversities?
- What is it like to be an innovator / intrapreneur in your business?
- Are there any internal case stories written down?
Innovators and changers who are silent, or left your organisation
In both the private and public sectors, there are many innovators / changers who are silent, if they have not already changed jobs or update their CV's. You try to influence some questions that you really care about, but if the management's disinterest or resistance is too high, you slow down and switch to just managing your daily chore. You retreat. Successful organisations have more people who bring their passion and real capabilities to work. In all innovation and change processes there are both co-forces and counter-forces, and it is good to understand more about these. The cartoon Dilbert is often a funny mirror of life in organisations.
Innovations can be more or less radical
Innovations often start with questions that can be "big" or "smaller" such as: couldn't we make X bigger, smaller, simpler, in red, with round corners, cheaper, together with company Y, in another package, or as company A or C?
Parallel processes are needed for the larger and the smaller issues. Who asks what kind of questions in your organisation? Whom to learn from?
Innovations and crisis
Does it take a severe crisis or a clear threat to make your organisation more innovative, and inclined to change? Or maybe you are good at taking note of weaker but decisive signals?