If you are involved in managing innovation for your organisation and you have been set with the task to make this decision, the first question you should ask yourself is: “Do we really need an innovation management software?”. These three questions, related to 3 key dimensions of any innovation management programme, should help.
Product and brand failures occur on an ongoing basis, to varying degrees. They are part of the process of learning and growing. Innovation management can help organisations coordinate amongst themselves to eliminate challenges and maintain a transparent, company-wide innovation system.
The pressure on businesses today is intense. To remain competitive, or even relevant, organisations must have the ability to innovate and to test, fail and succeed quicker in developing a new offering and new features. New product development can provide companies with fresh opportunities and has become increasingly crucial in the modern-day business battleground.
What if we could get our people and partners to work and innovate together as one global team towards digital transformation? And to do it seamlessly across functions, regions and job titles? The recent Arthur D. Little report found that one of the most fundamental pillars for digital transformation lies, perhaps unexpectedly, in people’s collective intelligence.
It has been 30 years since the term Lean Management – a long-term approach that seeks to achieve incremental process changes to improve efficiency and quality – was first coined. Some say that Lean Management has now become obsolete; others talk about a ‘post-Lean’ world and say it is fated to die. Yet in other circles, Lean Management still seems to be alive and well, with its potential to be fully revealed. The likes of Nike, FedEx, Intel and other global leaders are strong advocates of the method, and credit their continued success to its defining principles.
Medium enterprises face challenging barriers on the path to good innovation management: limited resources to invest, lack of incentives and of innovation infrastructure, and shortage of innovation specialists are some examples. However, if you are leading innovation efforts in such a company, there are some good news too.
Medium enterprises fit right in the middle, between two very different realities. And so there are several barriers that these companies face on their path to good innovation management.
As business models being are challenged, organisations need to become more adaptable and resilient, naturally also by becoming more efficient and cutting inadequate costs. This change must happen from the bottom up, with the right leadership and sponsorship, to separate the good from the bad costs, at both micro and macro levels. Innovation managers can, and should lend a hand to address this shared challenge.
Do you feel that your innovation programme is becoming too complex? That you are spending too much time picking the right software to support your initiative, instead of focusing on what your company really needs?
As companies fight to stay ahead of the innovation curve, the role of the Innovation Director is developing and growing in significance. Some have trained in the field with a high degree of specialisation, while others have fallen into the position from other areas and have moulded themselves to become the innovation leader of their company. Regardless, their goal is the same: to help propel and direct innovation within their organisation.