INNOVATION IN THE 21ST CENTURY

Interview with Elaine Dundon

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Is innovation the success mantra for organizations such as Gillette, 3M, GM, etc? Is innovation restricted to market leaders only? Or is it also applicable to small players and other organizations?

While many organizations such as 3M, Dell and Starbucks are often revered as examples of how innovation can be integrated into all areas of organizational life, there are a growing number of organizations which have also embraced this new "innovation mantra". Of great interest is GE's shift from their well-known Six Sigma process driven culture to one that embraces risk-taking, marketing and above all, innovation. Jeffrey Immelt, GE Chairman and CEO, is on a mission to inspire fresh thinking and is investing heavily in encouraging innovative thinking throughout the organization.

GE is not alone in declaring innovation as the focus for the future. But while over 90% of managers state that innovation is vital for their organization's growth, less than 30% are proactively integrating innovation and innovative thinking into everyday life. It is now time to rethink, reframe and refocus our efforts to ensure that innovation is indeed integrated throughout all aspects of our organizations.

Any other thoughts you would like to share with our readers?

The old paradigm, that separates the 'thinkers' from the 'doers', has led to inefficiencies and wasted resources. "My job doesn't allow me to be innovative'. "They don't expect me to come up with any new ideas." Innovation can no longer be confined to select people, the 'thinkers' of the organization. It must also permeate the 'doers' if we are to capitalize on our innovation potential. Innovation can no longer just operate at the edges of the organization, it must operate throughout the organization. If the objective is to develop innovation as a core competency for all employees throughout the organization, then the support to do so must be firmly in place. From my experience, employees need to be exposed to innovation training in three core areas: Creative thinking, strategic thinking, and transformational thinking. These three core areas are discussed in length in my best-selling book, The Seeds of Innovation. Leaders must also ensure that organizational supports (such as innovation leadership, innovation process networks, innovation rewards and recognition, etc.) are in place to encourage broad participation and action.

Elaine Dundon's articles can be found in www.seedsofinnovation.com

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