Critical Success Factors for Stars

o Improving efficiency o Training programs o Rewarding individual and team creativity o Pathbreaking activities o Reporting on what is happening

Working with Wild Ideas

A germinal idea requires the sanctuary of a mindspace that is totally nurturing. It requires a space to grow so that its wildness is not nipped in the bud. Who knows what weed will become the coffee bush? Develop sanctuaries for wild ideas. Let the wilderness flourish in a totally non-threatening atmosphere. Let the ideas grow high and tall. Leave all pruning for later. New ideas need to play freely, like crawling, naked babies with no discipline. Suspend judgment, postpone reaction, extend effort. Hindustan Lever has its innovation centers. Cognizant has budgets for its mavericks and no stop signs within those budget allocations. Ask all participants to make an impossible wish – zero cost, zero rejections or doubling productivity. Then proceed to tame them bit by bit by using the innovation tools already learnt, like 6M. This process can be extended as you learn all the tools. So, go ahead and spend time setting impossible goals and developing wild ideas.

Scouting other industries

Studying the methods used in other industries is a method of importing ideas from a totally different field. To proactively network with totally different industries can spark off extremely innovative ideas. In a very successful turnaround, an Indian scooter company borrowed ideas for its dealer outlets from high fashion retailers in Paris.

Benchmarking competitors

New ideas come to those who carefully and systematically study the methods of competitors. Opportunities for improvement can be identified by benchmarking against industry leaders. Stars are systematic in their methods of looking outside their companies, and of scanning their environment regularly for collaborative opportunities. For example, many Indian companies use ideas from foreign competitors, who then become collaborators.

Cross-functional teamwork

Although recent empirical research shows that most firms have implemented cross-functional teams for the majority of the new product development projects, they are still finding it hard to ensure that these teams are successful in completing the new product development task. In looking at how to create successful teams, many factors have been suggested, particularly cooperation between team members.

Climate that welcomes creative work ideas

Most companies are so involved in meeting deadlines and fire fighting that there is rarely time to discuss and explore work related issues. Providing a structure, space and time to discuss ideas and toy with possibilities, can greatly increase the chances of creative ideas emerging. The tolerance required to generate a multitude of alternative solutions is the climate required when talking about work.

Do away with unnecessary tasks

A great deal of organizational energy is wasted by duplication of activities that are being done by others and duplication of activities that can be done by suppliers or other stakeholders. This is a result of overlapping responsibilities. Once unnecessary tasks are eliminated, there will be a focus on relevant activities and with it will come relevant innovation.

Doing the right things

This concerns choosing the right way to do things by benchmarking with the best organizations in the world. The internet provides us with direct access to best practices from around the world. Once good and better ways of doing things right are discovered, they must be shared across the organization on a consistent and relevant basis. Unilever has Innovation Centers in every region that are dedicated to studying the best way of doing everything. These processes are then replicated across the globe

Organizational Culture

Organizational Culture has the great Emphasis on Innovation. Without the oxygen of support and applause, ideas often die in infancy. The creativity improvement program can be the foundation that enables all other company programs to be effective. There are a number of steps to ensure that the program encourages innovation.

Managing across departmental lines

Turf protection has always been a major barrier to innovation. The capacity to break down barriers and conflict between departments can release massive energy for innovative contributions. Inter-departmental rivalry, the tendency to compete rather than collaborate, acts as an obstacle in the way of team creativity. There are many ways to deal with this, including cross-functional teams.

Drivers of Innovation

Leadership and consumer relevance are the top drivers of innovation. There are two essential ingredients for successful innovation: Leadership and Consumer Relevance. Innovative processes do not begin in the R&D laboratory. They are initiated with a mandate from the highest level of the corporation. Identifying the consumer’s needs is an equally integral part of the innovation process. Ensuring employee participation in planning and a complete buy-in into innovative strategy is critical. At Unilever, top management strongly believes that innovation has to be closely linked to the business strategy.

Climate that welcomes creative work ideas

Most companies are so involved in meeting deadlines and fire fighting that there is rarely time to discuss and explore work related issues. Providing a structure, space and time to discuss ideas and toy with possibilities, can greatly increase the chances of creative ideas emerging. The tolerance required to generate a multitude of alternative solutions is the climate required when talking about work.

Understand the Environment of Creativity

The value system of a company can provide the environment for creativity. People can do their best if their work is: ‘Good for the country, employees, customers.’ Or as the Honda mission statement puts it ‘Joy to the employee, joy to the customer and joy to the country’. The typical corporate atmosphere is competitive and ruthless. People rush to satisfy their selfish desires for glory and the limelight. Anyone standing in the way is viewed with anger and hatred. In such an environment, the individual uses 50% of energy protecting his ego and his turf. So much energy is wasted on one-upmanship and putting others down. The ability of the group to function is therefore severely compromised. How much better to work in the nurturing environment? Here a person does not feel the separation between himself and others. He wants others to do as well as himself. He competes only with himself in the search for excellence. He acknowledges the champion in everybody. The person does not develop a single-minded infatuation with his own ideas but accepts the reality that others also can have great ideas. It is important to understand that we can have a win-win environment. In such an environment everyone will be willing to take risks and go through the process of failures. He knows that in an experiment, there are no failures - only feedback.

Create a Sanctuary for ideas

Once a new product idea germinates, it needs time and space for participants to grow and develop that idea. The immediate reaction is to remove all elements that make the product new and different. Most groups will rush to protect familiar aspects of the product. If it is wild idea, there will be a concerted rush to domesticate it and retain its age old and familiar attributes. Fiercely protect the wildness of the idea by enclosing it in a sanctuary. Allow it to roam free in the sanctuary for a few days. Don’t touch it. Remember if everyone loves an idea, it is probably an old one. The Sanctuary is a tool that can be used to protect all germinal ideas. It involves inventing or shaping the future together in a protected environment. It is a radical new approach.

Analysis : the gateway to solutions

During the process of analysis, logical, statistical and mathematical solutions have to be carefully discussed and the optimum one chosen. Some prevalent parameters are: a) Time b) Budget c) Convenience d) Human resources e) Goodwill and impact on staff motivation levels f) Aesthetics g) Saving lives h) Political capital During the process of analysis, apply left-brain thinking – logical, statistical and mathematical. Solutions have to be carefully discussed and the optimum one chosen. The solutions are analyzed against the parameters chosen by the problem owner. Some prevalent parameters are: a) Time b) Budget c) Convenience d) Human resources e) Goodwill and impact on staff motivation levels f) Aesthetics g) Saving lives h) Political capital Different parameters find different levels of priority depending on the situation at hand. Let us consider the example of the budget as a parameter and its priority level in different cases. For a company where liquidity is low, cash flow would be the most important concern. For a company facing a crisis, time may be of the essence and big budgets would be tolerated in view of the emergency situation. While identifying solutions, ensure that there are a wide variety of options to choose from. There is then a greater possibility that the final option chosen ensures optimal results. This systematic process ensures that the option chosen produces the best results. Analysis is the stage just prior to implementation. Therefore, detailed analysis forms the root to strong implementation.

Idea Generation

Idea generation is a powerful tool that can be leveraged to drive innovation. In order to be successful, the idea generation program must be clear and consistent, reaching down to all levels of the organization. However, not following through on an idea generation program dooms it to failure, as can be seen in suggestion boxes that are never opened and exit interviews that are not analyzed. Successful idea generation programs are long-term and transparent. Good ideas are immediately and publicly rewarded. These programs have a greater chance of success when creativity tools are taught in advance.

Identifying and Creating a Problem Bank

Identifying and formulating the problem is the most difficult part of creative problem solving. Very often we state symptoms of the problems and end up wasting scarce resources chasing the illusionary “golden deer of the epics.” Management then becomes so emotionally committed to the wrong path that we can end up moving faster and faster along the wrong road. It is like a man who drills an oil well, in a bad spot. More and more money is spent with no resulting strike. But those involved, refuse to fill up the unproductive well and move on to a new location. They continue throwing good money after bad, because they do not want to admit that a mistake had been made initially. 6M Map for Problem Analysis 6M Plus Minus Interesting Men Materials Machines Methods Markets Money It is important to involve everyone in identifying the real problem. What is a problem for the worker need not seem like a problem for the manager. Problem Bank Create problem banks around initial problem statements. The problem bank should be a constantly growing database of emerging problems, developed by stakeholders. The problem banks should reflect the possibility of improvement and innovation, even in processes that seem to be working perfectly well. Anyone in the organization should be able to work on these problems and solve them. In a good, dynamic organization, there should be at least a few problems, which remain unsolved and need outside help. The time to identify problems is when things are going well. The organization then has the resources and energy to find hidden problems.

Nurturing Creativity

The first step in developing an environment that nurtures creativity is to separate idea generation from analysis. Most business sessions do not yield too many breakthrough ideas because managers are too busy shooting down each other’s ideas. Such meetings produce boring, safe and often useless suggestions. Today is the age of knowledge. Innovation can take companies forward at the speed of thought. The list below outlines the process: • Identifying and Creating a Problem Bank • Idea Generation • Analysis : the gateway to solutions • Implementation: The Final Stage of the Process

The MindsPower Way

MindsPower process focuses on stimulating fresh thinking in managers and leaders with the goal of bringing new power and perspectives to their organizations. In strategic planning assignments, the client’s own planning team works out the plan, knowing that the important thing about a strategic plan is not the paper it is printed on, but the process it creates within an organization. The process facilitates culture change, whether the transformation is being driven by shifting paradigms in the market or by internal events like mergers or acquisitions. Many companies use the process to create profitable new products and processes, often drawing on MindsPower’s unique research process for tapping the creativity of customers. Product development assignments not only assist with the birth of new ideas, but stay with the company all the way to the market. Companies use the process to create or revitalize quality improvement programs. Another important area of work is corporate transformation, by developing high-performing managers and teams and promoting cross functional teamwork. This often involves mounting an Innovative Teamwork Program, which enables people to invent better ways of working and performing together. MindsPower programs are often tailored to the specific needs of each company.

Empowerment is the result of wholehearted participation

If you learn the secret of positive fields or mindspace, you can improve your Happiness Quotient. You can also get the best out of others. Making members of your team wholehearted participants rather than indifferent spectators, is the key to organizational success. Wholeheartedness is a state of full presence. This state involves complete enjoyment of a task. Participation, with full commitment of body and mind, is irresistible. I become wholehearted when I give all of myself to an interaction or task. These interactions create a field, which allows me to be wholeheartedly present in the moment, without defensiveness. The most fundamental characteristics of a positive field are that it quells anxiety and produces feelings of acceptance and a feeling of being affirmed. It is like walking into a room full of people who love and accept you, unconditionally. It is a feeling of being meaningful and safe – this frees up energy for connecting.

Innovation in the various stages of organizational development

The metamorphosis model of organizational development, passing through the cycles of growth and decline, describes the organizational life cycle of companies: Emergence-Growth-Decay-Death Focus on innovation, may rescue an organization in the declining phase of the organizational life cycle. Re-innovation or renovation becomes important when an old, traditional company goes into decline. The first phase is often entrepreneurial and innovative with a sudden burst of energy capturing a new space in the market. This creative phase is terminated in a leadership crisis. It was Schumpeter who said, “It is rare for anyone always to remain an entrepreneur throughout the decades of his active life.” This cycle progresses from entrepreneurship to an organization that becomes slow and complacent.

Consistent Innovation

Be sure that you have put in place a sustainable model for consistent Innovation. Once the returns from innovation start to pour in, the organization should focus on maximizing the returns through routine implementation. Harvesting is a mechanical and essential process. Use an Innovation Center to provide the foundation for a long-term initiative. Large, tradition bound, successful organizations, tend to prefer the stability that formalized procedures provide. Even though most companies accept the idea of innovation being important for success, most are not committed enough to practice it on a long-term basis. This book provides the underlying processes required to make it work on a sustainable consistent basis and demystifies the process for use across the organization. Management is bottom-line driven. Usually extremely result oriented in the short term and often losing faith in concepts very quickly. Innovation is a concept that requires a long-term buy-in and takes time to be fully ingrained in the organizational culture. Consistent, long-term commitment and long-term implementation is key to making the climate of innovation a way of life. The benefits of an innovation intervention in very early phases are intangible. Long term top management participation and commitment is key to success. A critical mass of participants in a company practicing Innovation Tools (IT) is essential to demonstrate financial and process quality impact. Innovation practices, besides leading to continuous improvement, also result in quantum shifts in the business, leading to unprecedented profits. But patience and the Bhagavad-Gita principle of ‘Do your work without expecting results,’ are required. Organizational variables like quality of work life, teamwork, tolerance for new and disruptive ideas and unimpeded communication are required to make innovation initiatives work. Deploying the time, budgets and people required to make these initiatives work, requires management buy-in. Innovation champions are critical to carry through long-term initiatives.

Suggestions for the facilitator

 Become familiar with what discourages creativity and speculation and what encourages it.  Listen to team members. Encourage, nurture and paint any picture they wish in their own words. Avoid making judgments, tuning out, listening to your own thoughts or not really understanding the speaker. Work on improving listening skills, especially the non-verbal ones.  Be vigilant, and deal with members who try to dominate with immediate and endless details. While they are brilliant, they can ruin a meeting so try to steer them away without alienation. Avoid the compulsive speaker’s eye during the discussion.  Keep the energy level high. Use your alertness, intensity and enthusiasm to improve the field. Your attitude is contagious. Your body language can stimulate the group to greater enthusiasm.  Use visuals, excursions and dynamic movement to avoid slothfulness. Changing the location renews the group especially when people are tired. It is often like an actual vacation from the problem and people return with fresh ideas.  Keep the pace fast, but not hurried.  Use humour, laughter breaks and laughter exercises.  Surprise the group. Have a plan to shake things up for post lunch sessions, or low energy times.  Make sure the problem owner is getting what he wants.  Let everyone learn the demanding role of the facilitator.  Keep an eye on the climate. Be gentle but firm. Be in charge of process. The facilitator is like the conductor of an orchestra. Minute to minute he is responsible for getting the best out of team members in a meeting.

Creating a Problem Bank

Ask each team member to write all the obstacles that stand in the way of achieving excellence on post-in slips. The problem bank should be a constantly growing database of emerging problems, developed by stakeholders. It should reflect the possibility of improvement and innovation, even in processes that seem to be working perfectly well. Anyone in the organization should be able to work on these problems and help solve them. In a good, dynamic organization, there will be at least a few problems which remain unsolved and may need outside help. The time to identify problems is when things are going well. The organization then has the resources and energy to find hidden problems. To create a problem bank you can use a ‘problem tree’. Ask everyone to write all the obstacles that lie in the way of making your company, say, the most successful company in the world. People can write thoughts on post-it slips and look at all the problems of the company together. Circulate this list to everyone and keep adding to the list right through the next 90 days. This problem bank should be exhibited in a place where everybody can see it – like the canteen, coffee machine or on the way to the wash-room.

All things with reverence and sraddha

Decide to approach all events, all people, and all things with affection, reverence and ‘Sraddha.’ This reverence is due to all, because of the divine spark that dwells in everyone whether he is a legend or a failure. Sometimes it is obvious. It is the silent flame of consciousness that reaches out to you from a flowering creeper or a healthy pet. Sometimes this life force has lost its vitality and is dimmed by dirt, lethargy and lack of care. Clean the glass of your Life’s lamp. Make the light shine through. When you consider yourself sacred, you will treat yourself well. You will wear clean, fresh clothes, ironed and starched, mended if torn, but clean and fresh. You will smile at yourself, encourage yourself. Just as you put on clean fresh clothes, you will also clean up the mental space or field around you. Sweep out all ill-will, anger, fear and anxiety. Let there be the fragrance of incense, divinity of prayer and mantra, the smiles of loved ones, laughter and joy, the smell and taste of good, nutritious food. It is as important to clean the field around you, as it is to have a bath. Sweep out the sad baggage of the past. Take into that field only what is bright and elevating, fine and happy.

Enhancing the relationship with Self

Validation by the self and others, particularly ‘significant’ others, is essential for the creation of a positive field. Everyone needs to be validated. People who retire from busy lives, feel the lack of validation strongly in their now empty lives, which they had not planned for. A plan that provides validation for one’s existence is critical to wholeness. My relationship with myself is critical. How do I talk to myself? Holding, sustaining environments, nurturing and supporting fields, foster happiness. Building competence with coaching is an option. However, when one converts one’s management style from self-punisher and merciless critic to a loving coach, one creates an ever-present holding environment that nurtures one’s continuing movement towards growth and creativity.

Building teams and generating ideas

The value system of a company can provide the environment for creativity. People can do their best if their work is good for the employees, customers, and the country. “The essence of creativity is a willingness to play the fool, to toy with the absurd, only later submitting the stream of ideas to harsh critical judgment. The application of the imagination to the future therefore requires an environment in which to safely reflect, in which novel juxtapositions of ideas can be freely expressed before being critically sifted. We need sanctuaries for the social imagination.” − Alvin Toffler During meditative practices, the chemicals of peace and tranquility like serotonins and endorphins flow into the blood. Breathing, heart rate and pulse rate stabilize. The mind is able to function calmly and freely. An alert and relaxed attitude is required for the teamwork involved in building ideas and analyzing them. Self-awareness of your state of mind can help you get the most out of life and help others to do the same.

The Nava Rasas of the Positive Field

Emotions and the way you deal with them, create the positive field. The Mind is a field, which is filled with positive and negative emotions. The nava rasas can be your guide to understanding the nine emotions. The nava rasas are a 2000 year old Indian concept on emotions. The nine emotions have been built into a system of dance called Natya Shastra by Sage Bharata. Rasa means rapture or relish and 37 chapters of the Natya Shastra are devoted to eight of them, as Bharatha does not consider ‘Shantha’ or peace a major rasa. Bharata’s Natya Shastra even described each rasa with a different color. The positive emotions create a positive field, which fills your blood with the chemicals of happiness and well-being, which are conducive to the building or rebuilding of a healthy body and mind. The negative emotions create a negative field, which fills your blood with the chemicals of unrest and unhappiness. It is important to have a closer look at the nine rasas.

Positive Productive Team

 The individuals in the team have a fixed amount of potential energy.  Each individual uses as much of his energy as is necessary to ensure his emotional survival.  He tries hard to avoid getting hurt and to lick his wounds or takes revenge if he is hurt.  Only the balance of energy is available to devote to the task.  Energy available to the group dramatically improves as the team climate improves.  More energy is put into achieving goals.  Less is spent on safeguarding emotional well-being.  You achieve a team atmosphere where colleagues are a pleasure to work with, the boss is a good guy, there is excitement in the air and laughter too; and success is within hand’s reach.  The positive field is the foundation of highly productive and innovative teams.

A sanctuary for wild ideas

For the lush growth of creative ideas, it is necessary to create a space which is very supportive of wild ideas. Let us build a sanctuary for wild ideas. Just as a game sanctuary protects wild animals, let us place wild ideas in a protected area where they can wander around in peace. The group is not to stop till they have 100 ideas. No one is allowed to shoot down any idea however irrelevant; only building is allowed. Ping-Pong and springboards are allowed. Impossible ideas in a sanctuary are allowed to grow unmolested. No one is allowed to attack them, only grow and develop them. As C.K. Prahlad put it, every company has before it a 100 alternative futures. Every person has before him a 100 alternative futures; creativity enables you to explore these alternatives in your mind. These explorations cost nothing. They could save you millions.

Tent Thinking vs. Marble Palace Thinking

A bank wanted to rapidly open branches at a minimal cost. They were not sure which locations were most likely to succeed. An I Lab came up with the idea of using existing organizations such as schools, petrol bunks, and panchayat halls to set up branches. This solution has two advantages: 1. It was inexpensive 2. It could be easily dismantled or closed if not successful. Today, the speed at which corporations are required to grow, involves experiments. An experiment should be inexpensive. In fact, in an experiment, there is no success or failure; there is only feedback. This essentially is Tent Thinking. A tent can be put up, change shape, it can expand or reduce and it can be put up elsewhere. Marble Palace Thinking involves a fascination with permanence. Permanent structures, people and systems are expensive and difficult to dismantle. Permanent staff is a fixed overhead, which cannot be reduced as a swift response to falling demand in a recessionary market. This is the Marble Palace mentality. Success in today’s scenario goes to those who are swift, dynamic and able to respond to mercurial changes in the environment. Adaptability is the most important quality this millennium demands. Marble palaces become fixed overheads, which are difficult to adapt to any other use.Loneliness is the worst disease of the modern world. Loneliness attacks are deadlier than heart attacks. Reach out and touch people around you. Let your hi-tech life not isolate you from a hi-touch life. Your family and friends are waiting for the hi-touch you. Reach out verbally, tonally and non-verbally. Write notes in gratitude to all those who make your life meaningful. Your parents, friends, your neighbours. Read to the blind. Coach a poor child. Exchange plants and seeds over the wall with your neighbour.

Thinking Tool: Turn it Upside Down (T U D)

1. Normal belief: A hospital is a place for sick people. 2. T U D: A hospital is a place for people who are healthy. When we looked at a hospital as a place for people who are healthy, 1. Our base of customers increased to include a vast number of healthy people who come for positive health programs. The positive health theme included the “Well Woman” program, which involved a health and beauty focus: yoga experts, beauticians, and women’s health practitioners helped create a vastly successful program. Preventive health care became a positive activity. 15 check-ups including the heart check, the diabetic check and the child health check were part of the wellness check portfolio. 2. The relationship with customers, which traditionally started on a note of pain, anxiety, and death, began on a happy note. The focus was how to remain healthy and how to face problems. The lifetime relationship, which is the bedrock of direct marketing today, started on a happy, positive note, with wellness as the key. Since then I realized that, thinkers from Plato onwards have developed hundreds of thinking tools which are as easy to learn as the 3R’s - Reading, Writing and Arithmetic. The simplest tools include checklists ranging from Rudyard Kipling’s famous “Five good serving men” (The questions Why, Where, When, Who and How) to Alex Osborne’s 9 Word Checklist.

Metaphors - Origin and Significance

Ideas imported from other fields can totally transform your company. In a Creativity Lab conducted for an internationally acclaimed company dealing in printing of tea bags, the problem was maintenance of delicate machines. The expensive machines were often handled clumsily, resulting in damage, breakdowns and loss. To counteract this, the ‘Metaphor’ tool was used. Metaphors can be applied to gain fresh perspectives on the situation under analysis. A metaphor is a term or phrase that is applied to another, unrelated term or phrase to create a non-traditional relationship. For example, “All the world’s a stage.” Metaphors can be used to examine various situations. For example, an organizational environment might be the topic of analysis. One might ask, “How do people in my organization resemble animals in a jungle? How do different animals manage their interactions with each other and how do we translate them into the different leadership styles that are used?” Answering these queries might allow new insights into the situation.

Turn Coat

• Play Devil's Advocate. As a discipline, think of the exact opposite of the view you have been holding. If you've been saying 'Yes' get the motivation for 'No'. • If you are an optimist, as a discipline work out the motivations of the pessimist. Most of us tend to see situations through the flawed windows of our own nature. We are optimistic or pessimistic and do not really participate with others in understanding all aspects and connotations of a problem.

Feedback Systems

Make sure that a log book is maintained by every innovation spiral. Weekly meeting minutes can ensure a smooth flow of information. Regular reports from each spiral ensure that the activities planned are moving smoothly. Monthly reviews can help in providing valuable feedback and opportunities for expanding participation. They also ensure top managements’ attention to projects. Formal feedback should be provided to problem owners, who bear the brunt of implementation in unfamiliar territory. Rewards should be an integral part of the system. Innovation should be part of the individual’s measurable job description, not just something he does if he feels like it. * Have a talk on innovation by a Company CEO who has practiced it.

Execute, communicate and train

Implement like an Innovation Star. This is the day to make a final presentation to all the teams in the presence of top management. Get feedback from all stakeholders and respond to concerns. It is a good idea to leave the plan to be studied by all participants. Each can peacefully reflect on it, internalize it. This is the time to get the resource budget cleared. All participants and stakeholders must now receive a clear communication on what to expect. Here it is important to note the process-- communication has to be long term, continuous and consistent. Human resources professionals and problem owners must ensure that the necessary training modules are implemented and their efficacy measured. Management systems implementation should now kick in. The management information system to ensure clear measurement of action should be available to all players. The website and other internet support systems should be properly administered by a webmaster to ensure the seamless flow of information where possible. A regularly produced e-bulletin would help. Knowledge, information and wisdom are important. ‘Know How’ is essential, but ‘do how’ is just as important. Teams by now have dived into the messy business of how to implement what they have chosen as solutions. They have created plans and strategies and worked co-operatively and negotiated the best route to take. Action now becomes the priority.

Everyday Happiness Mantras - Cochin

Think before you leap

Identify and forecast the various consequences of an action. You could identify the impact of building a holiday resort in a forest. This could be Improving the bottom line of the company Damaging the environment Harming the health of the employees The impact could also be studied in various time periods: the next month, 6 months, 1 year and 5 years. Sometimes the immediate impact on the company, may be great, resulting in short term profits. However, the long term impact could be disastrous, creating many dissatisfied customers.

Celebrate the Beauty

Create opportunities for team mates to enjoy each other’s company in a great natural setting. Many companies have lovely campuses or parks nearby, which people hardly notice in their rush to meet deadlines - so schedule moonlight pot luck dinners. Families could be invited. This is a very useful, feel-good emotion. Welcome wonder into your life. Celebrate the beauty of the stars, and enjoy the wonder of the mountains along with team members. Greet the dawn and say goodbye to the sunset. The moonlight has been created to heal your wounds. Sleep on the lap of Mother Nature and become a child again. Go on excursions with your team.

Everyday Happiness Mantras at Ahmedabad

Book launch of “Everyday Happiness Mantras” at Ahmedabad Management Association was attended by over 300 interested participants on 2nd May 2015 at 6.30pm. Here is the short coverage on it in “Ahmedabad Mirror”.

Change the way of Thinking

Not all innovations can grow out of even the best existing systems. When you try to grow a revolutionary new idea, within a system, stock holders and vested interests move in to close ranks to protect their own power bases. A Star Trek Enterprise expedition is a good analogy to develop this disruptive innovation. Imagine that the old company, planet earth is about to disintegrate. You put your best warriors and key elements of your culture into a ship which takes off into space to put down roots on a ‘safe planet’. When an existing company is in the declining phase of its product life cycle, sustaining innovation may cut losses, but a fresh new area may be the key to sustained profits. The discovery of Christopher Columbus was the result of such an expedition, far away from the home base. A new company speeding in as a garage start up, could be in the right place to replace the ailing white elephant. So when the company is doing well, why not set up a few garage start-ups, starships, a few gambles and experiments? These should be small and multiple. They should have support from the top, perhaps a direct reporting relationship with the CEO.

Change is the only thing that is Permanent

This is the first of the Laws of Innovation: Everything changes - people, products, companies; Men, Materials, Machines, Methods, Markets and Money (6M). The decision to change is in your hands but there are challenges to growth. Innovation is about transformation. Imagine a block of ice. It is cold, solid, and transparent. But it is not a block of ice forever. It melts and flows across boundaries. Water follows its own logic which is very different from the logic of ice. Water goes to many places, has many adventures, but always comes back to its own nature – cool, beautiful and still. If you heat it, it boils; keep heating, it gets airborne by becoming steam, steam that knows the freedom of the skies, steam that cannot be held captive. Add pressure and it can rotate turbines to generate power. Transformation is what happens to a drop of water when it is touched by the magic of sunlight. It becomes a rainbow. It is what happens to a seed when it starts the journey to become a mighty banyan tree. The banyan tree is not an improved seed, just as a butterfly is not an improved caterpillar or a rainbow an improved drop of water. By definition, innovation is taking interesting ideas and transforming them into usable solutions for solving business problems.

Be a Warrior

Turning ordinary men into matchless warriors full of the enthusiasm to win, can definitely improve performance. Gandhiji did just that using his magic mantras to infuse courage into the freedom struggle : Do or Die, Quit India, Vande Matharam. Among the nava rasas, chivalry is key to the life of a warrior: a corporate warrior is no different and needs real courage. Wonder is developed from courage. The rapture of courage is produced by means of energy, perseverance, optimism, presence of mind and kindness. Courage and bravery are definitely feel-good emotions. Courage is represented on the stage by firmness, patience, heroism, pride, zeal, valor and wit. Bravery fills you with enthusiasm, energy and spontaneity. Bravery is not just bravery in war. It is the small, everyday acts of courage that each of us is called upon to manifest in the face of obstacles. The ability to sacrifice, which is the core of emotional intelligence, is a part of the Veera Rasa. The ability to persist in the face of difficulties is a part of this. To meet the jealousy and pettiness of the world with gentleness, humor and fearlessness, is part of it. Brilliance and elegance belong to the true warrior who aligns himself with the powerful forces of goodness. ‘Josh,’ wakefulness, energy and boundless enthusiasm are an expression of this energy.

THE CREATIVE FLASH

Picasso is said to have seen the handlebars of a bicycle and created the thoroughly modern ‘Bull’ from the handlebars. Samuel Taylor Coleridge’s fantastic, vivid poem, Kubla Khan, was written after a fevered dream. Whether it is Archimedes discovering the laws of displacement and screaming his `Eureka’ moment through the streets of Syracuse or Madam Curie discovering the iridescent gleam of radium in her cluttered garret laboratory, the moment seems to be a flash of inspiration. The idea of evolution floated into Darwin’s mind as he read the essay on the Malthusian nightmare of overpopulation and overcrowding. But luck of course favours the prepared mind. Of course Newton and his apple or any of the others would never have reached that moment of seeming serendipity, if they had not preceded it by long hours of toil. A total obsession and long years of preparation and effort seem to stand silently behind that limelight moment of sheer magical discovery. • Action Plan to win tough times • Use this time to do more. Remember you will get good at something you keep doing. Most people better than you, have just spent more time doing, instead of complaining, dreaming or wishing. Do more. • Give yourself bigger and better goals whatever happens, keep a positive attitude. You probably talk more to yourself than anyone else on earth. Make sure your self talk is positive and nurturing • Encourage yourself, keep doing a little bit every day to realize your dreams. Every single day – like your exercises. One day you will reach the top of the mountain. • Build your networks. Stretch out a helping hand to those who need it. Nothing like bad times to bring families and teams together. • Be encouraging and supportive to other people’s efforts. No discouraging word should pass your lips. Focus on your family. • Thinking during tough times forces us to think outside the box or even eliminate the box. • Create an environment that is replete with the positive emotions of love, courage, compassion, laughter, wonder and peace. This is the positive field that will nurture creativity and innovation. • Adapt and evolve. Remember nothing lasts. Especially not tough times! 2

1. Think before you leap

Identify and forecast the various consequences of an action. You could identify the impact of building a holiday resort in a forest. This could be Improving the bottom line of the company Damaging the environment Harming the health of the employees The impact could also be studied in various time periods: the next month, 6 months, 1 year and 5 years. Sometimes the immediate impact on the company, may be great, resulting in short term profits. However, the long term impact could be disastrous, creating many dissatisfied customers.

Compassion

Compassion, or karuna, is also at the transcendental and experiential heart of the Buddha’s teachings. ‘Compassion is that which makes the heart of the good move at the pain of others. It crushes and destroys the pain of others; thus, it is called compassion. It is called compassion because it shelters and embraces the distressed,’ said the Buddha. Scouts have to do a ‘good turn, every day’; perhaps this is an axiom that we can schedule into our busy lives.

Understand the Environment of Creativity

The value system of a company can provide the environment for creativity. People can do their best if their work is: ‘Good for the country, employees, customers.’ Or as the Honda mission statement puts it ‘Joy to the employee, joy to the customer and joy to the country’. The typical corporate atmosphere is competitive and ruthless. People rush to satisfy their selfish desires for glory and the limelight. Anyone standing in the way is viewed with anger and hatred. In such an environment, the individual uses 50% of energy protecting his ego and his turf. So much energy is wasted on one-upmanship and putting others down. The ability of the group to function is therefore severely compromised. How much better to work in the nurturing environment? Here a person does not feel the separation between himself and others. He wants others to do as well as himself. He competes only with himself in the search for excellence. He acknowledges the champion in everybody. The person does not develop a single-minded infatuation with his own ideas but accepts the reality that others also can have great ideas. It is important to understand that we can have a win-win environment. In such an environment everyone will be willing to take risks and go through the process of failures. He knows that in an experiment, there are no failures - only feedback.

Transform spectators into participants

Companies begin to fade when a majority of their people become spectators with a 'chalta hai' or 'let it be' attitude. When a company is a start-up, everyone is an enthusiastic participant. As the company begins to age, its life cycle makes it slow, ponderous and bureaucratic. How to break this cycle? Simple: Open the floodgates of people's minds. Involve everybody. The best ideas come from the grassroots from people who are actually doing the work. Often it is said that 20% of the people do 80% of the work. This is because only 20% of the people are treated as the 'Core' group, the rest are treated as peripheral. The select 'insiders' create a barrier against the participation of the outsiders. If everyone's work can become critical to the company, no one will be a spectator, everyone will be a committed participant.

Empowerment is the result of wholehearted participation

If the teams learn the secret of positive fields or mind space, they can improve their your Happiness Quotient. They can also get the best out of others. Making members of your team wholehearted participants rather than indifferent spectators, is the key to organizational success. Whole heartedness is a state of full presence. This state involves complete enjoyment of a task. Participation, with full commitment of body and mind, is irresistible. I become wholehearted when I give all of myself to an interaction or task. These interactions create a field, which allows me to be present in the moment, without defensiveness. The most fundamental characteristics of a positive field are, that it quells anxiety and produces feelings of acceptance and a feeling of being affirmed. It is like walking into a room full of people who love and accept you, unconditionally. It is a feeling of being meaningful and safe – this frees up energy for connecting. An important constituent of the positive field, according to George Prince of Synectics, is affirmations. An affirmation is a verbal, tonal or non-verbal act of appreciation. A compliment can be a verbal hug. A verbal hug can replace a thousand words. The field is most affected by positive, soul level motives or ’Sankalpa’. If the gut level motives are positive, the mere lack of skill in verbal, tonal and non-verbal transmissions can be overcome.

Set and Share Your Goals

Work life is so pervasive that often all other aspects of the individual whither away. A key challenge, when companies are tracking stretch goals is maintaining work life balance. Top management would also benefit from attending this presentation. Let each person set their personal goals for the year and share it with a buddy who will work with them for the next 90 days. Let them become familiar with the 4 quadrants of their lives. Here are some key suggestions. 1. Can Saturday be a day when child friendly facilities are provided? A facilitator creates a Kid power day at ICICI. 2. How can families be involved to support organizational goals? 3. Can social life be improved by corporate social responsibility activities? Try getting everyone to participate in a tree planting day. 4. Can the team be taught Yoga and Meditation? 5. Is a corporate gym or membership to one, like yearlong matches (cricket or Kho Kho) be a possibility. 6. Can a counsellor be on call or can volunteer staff members be trained as counsellors? 7. How can the company enable individual talents to flower. How about a monthly ‘Talent Evening’?

Building Co-operation within the company

Encourage top management to observe signs of conflict and co-operation. You can understand whether a company is doing well by :  The look in the people’s eyes.  The way they walk  The quality of the interaction.  You can see the effect of the positive field by how people help each other and share information. Constraint, Control and Compliance, reduces the positive field. Top down – constraints – cuts out the joy Bosses should exist to help people win. Explore co-operation within the organization. Identify conflicts and ask for suggestions to defuse them. Walk around the departments to identify potential problem areas. Encourage small group discussion and bonding.

Avoiding Negativity

The change management module provides an opportunity to share information of ways to avoid the negative field. Some of our careless phrases destroy ideas, unconsciously. Remove the negative emotions like anger, fear and revulsion from the team, like thorns from your foot.  Rewarding team creativity enhances teamwork  Share interesting articles.  Appreciate and award good performance even in bad times – this will keep employee morale high  Make every meal an enjoyable experience: improve the place, make it clear colourful and musical. Set dishes out attractively and chew slowly to appreciate the full flavour of the foods you eat.

Design communications

Ensure that all stake holders start with the same assumptions about what is required. Often each member of the team has limited knowledge about the product, thus reducing his chances of achieving success. They are like the six blind men and the elephant. Each touched a different part of the elephant and mentally imagined the elephant like a fan, a pillar and a large pipe. Some thinking tools like 6M help all stake holders to have a unified vision of the product. Communication needs to be clear and consistent. The mode of communication should be relevant to the participants. There is no point using e-mail, if when most have no access to the internet. The communication should create excitement. The Innovation Initiative for young executives in Ashok Leyland was kicked off with a contest. The prize an I-Pod. The communication should encourage response. Communication about problems can be through Ideation Corners, where participants are encouraged to write their solutions. Usable solutions should be shared and rolled out across the organization.

TAPPING STAKEHOLDER CREATIVITY (TSC)

Tapping stakeholder creativity (TSC) involves facilitating intense discussion and problem solving between stake holders to reinvent future products and processes. It is a radical new approach which enables companies to include the customers’ or vendors’ voice in developing a product, activity or service and encourages the TSC a tool that involves inventing or shaping the future together with customers. and is a radical new approach. As this is an unique innovation tool that helps synthesize the ideas of two or more groups with different viewpoints. It enables different teams of the company to participate with internal or external customers in creatively developing the future. TCC enables us to include the customer's voice in developing a product activity or service. This would be ensured by training all participants in creative problem solving , a process which will help achieve continuous improvement as well as quantum change on occasions. Vendors can rewrite the profit picture of a company by practicing Just In Time Management, quality improvement programmes and innovation initiatives.

Communication – speaking for easy listening

We are accustomed to giving our opinions and ideas in an environment where, frequently, every word is greeted with criticism. Such an environment is unfortunately the norm for many business meetings. Typically we begin by preparing the ground for the idea or point of view we are about to express. Having established an expectant audience you than slip in the idea or opinion and then move quickly to sell it as hard as possible, before anyone can jump in and attack it. This process for speaking is both time consuming, because of the potential for a high waffle content, and additionally can result in the idea or opinion being lost because your audience have given up listening to you.

Communication – listening for ideas

While listening to someone who speak, the mind is constantly being stimulated or triggered into thoughts of its own. These thoughts are sometimes directly related to what is being said and often apparently unrelated. Once the mind has been stimulated we tend to give attention to what is going on in the ‘“meeting in the your mind’” (often more interesting than the public one) and ‘“drop out’” of listening to the speaker. Often we will actually be “rehearsing” a response to something the speaker has said, only half listening to the speaker whilst, waiting for an opportunity to make our comment. The mind is a vast library of information, past experiences and connections, most of which are outside our conscious memory. Thoughts which are stimulated or triggered in the mind when we are listening to someone speak are actually trying to tell us something. We are taught from an early age that we must always concentrate and not allow our minds to wander. This is the correct way to listen in certain situations. For example if I am listening to directions to get somewhere, I need to listen intently to understand and capture what is being said.

MEETINGS AND THEIR EFFECTIVENESS

Meetings can waste a lot of time or they can provide an effective way to harvest ideas and ensure buy-in thus empowering the group to achieve greater levels of productivity. Meetings can be an empowering experience if handled well. The effectiveness of a meeting can be enhanced by 1) Having a clear goal for the meeting 2) Circulating the agenda in advance to ensure preparation 3) Having a system to make sure everyone is heard using thinking tools like 6M 4) Recording and implementing decisions and using good ideas 5) Being open to feedback and fresh ideas

Identify Top Management Support

It is critical that the innovation initiative is completely supported at the top step by step. Successful innovation requires enormous patience, resources and faith. It is tough without top management support. One of the reasons why innovation initiatives fail, is because of the start-stop effect when there is no long term commitment from the top. Innovation initiatives often become the target of budget cuts at the first sign of trouble.  Score boards should measure progress and celebrate winners.  Involve top management through regular presentations.  They should be part of the steering committee and monthly reviews.  The innovation melas should showcase innovation and innovators.  The cost benefit resulting from innovations should be regularly highlighted.  Thinking tools should be used at the highest levels. It is important to initially choose actions that lead to fast, obvious results. Keep the investments low, use existing resources. Highlight and celebrate small successes. This creates excitement around the Initiative. Honour achievers. Encourage the workforce through motivating posters. Post results on scoreboards so that the whole organization can track progress.

The ICE Breaker

It is important to bring all the teams together and unite them towards a single goal. The goal should be noble; it should be inspiring and should fill the teams with energy and commitment. The leader could kick things off with an inspiring presentation and ask everyone to give their ideas on how to make this happen.  An open office atmosphere ensures greater productivity.  Start a Humor Club, share a joke on the internet.  Have a hobby or pastime which will keep you going in tough times  Use salt in moderation

Finalise the problem statement

It is critical to ensure that the problem statement is 1) Core, to the business goals of the organization. 2) It is clearly defined and is truly the problem and not just a symptom. 3) That top management is involved in the problem statement process and approves it formally in its final state. When many commando teams are planning to pursue a single problem the leaders have to support, nurture, mentor, and reward. Without this clarity and whole hearted support, the initiative will falter. It sometimes happen that junior commando teams choose the problem statement and arrive at solutions. When this is presented to the top management, they receive feedback that the management considers this a problem not worth solving. All the effort is wasted and people dismiss the process as something that does not work in our old fashioned organization.

Finalise the problem statement

It is critical to ensure that the problem statement is 1) Core, to the business goals of the organization. 2) It is clearly defined and is truly the problem and not just a symptom. 3) That top management is involved in the problem statement process and approves it formally in its final state. When many commando teams are planning to pursue a single problem the leaders have to support, nurture, mentor, and reward. Without this clarity and whole hearted support, the initiative will falter. It sometimes happen that junior commando teams choose the problem statement and arrive at solutions. When this is presented to the top management, they receive feedback that the management considers this a problem not worth solving. All the effort is wasted and people dismiss the process as something that does not work in our old fashioned organization.

Creative Problem Solving

Study all the problems identified in the problem bank together. And then ensure that each one is turned into a problem statement in the form of a question. Identifying and formulating the problem is the most difficult part of creative problem solving. Very often we state symptoms of the problems and end up wasting scarce resources chasing the illusionary ‘golden deer of the epics’. Management then becomes so emotionally committed to the wrong path that we can end up moving faster and faster along the wrong road. It is like a man who drills an oil well, in a bad spot. More and more money is spent with no resulting strike. But those involved, refuse to fill up the unproductive well and move on to a new location. They continue throwing good money after bad, because they do not want to admit that a mistake had been made initially. Problem as first stated: How to improve the brakes supplied to the car maker? Creative analysis: Why do we want to improve the brakes? Answer: To stop cars at a shorter distance Creative Analysis: How else can we stop a car at a shorter distance? Why do we want to stop the car at a shorter distance? Answer: To increase safety of occupants of the car. Restatement of problem: How might we improve safety in a car’s stopping system? Result: This is much broader than the original challenge and opens a wider door to novel ideas. At one of my early creativity laboratories for mothers, twenty-two years ago, one of the participants said, ‘My problem is how I get my son to eat eggs for breakfast.’ A rigorous analysis of the problem uncovered the real quandary, ’How do I get my son to eat a nutritious breakfast?’ The restatement of the problem enabled the mother to give the child a variety of foods ranging from cheese and idlis, to cutlets and samosas, instead of forcing the child to eat the hated eggs. Redefining the problem statement is the challenging part of the process, as all of us who have struggled with the task of arriving at a hypothesis know. Stating and understanding the problem correctly is the key to the Innovation Initiative.

Flexibility and adaptability is key to Innovation

Adapting to change and proactively responding to opportunities are daunting tasks. Top management needs to handhold teams through these risky processes. Failures need to be dealt with in a way that protects and encourages risk taking. Only CEOs can provide the time and resources required for companies to be outwardly focused, scanning the environment of competitors, customers, academicians, suppliers and even different industries. Such companies have a better chance of becoming innovation stars. CEOs can provide courage, zest, enthusiasm and speed to the whole organization. It is this energy that will drive an Innovation Initiative. Large, traditional companies have a tendency to become more bureaucratic. Bureaucracy produces politics, red tape and power struggles. People find a hundred rules to protect themselves from acting. This can repress the natural energy and enthusiasm of the organization. CEOs can prevent this deadening disease.

The Feminine Principle

Many men question the need for empathy in a bottomline- oriented workplace. Toughness is respected and empathy is considered a sign of weakness. Goodness and kindness are rejected as ‘older person’ feelings.’ I would like to propose the installation of the so called feminine qualities into the workplace. This would probably make the workplace more creative and right brained. And, as we generally fear our fathers and love our mothers, the concept of a mother-Goddess appeals more to our hearts than that of a father-God. Women are trained to be lovingly supportive, of listening to a child struggling to say his first word. Patience is a culturally celebrated feminine virtue. “As patient as the earth” is the phrase used for a good mother. Unconditional acceptance is ordained in a verse, which says, “Whether he is hard hearted as a stone or useless as a leaf of grass, he is to be loved and supported as a husband, within the circle of a lifetime relationship like marriage.” Empathy becomes easier in such a relationship, protected by the possibility of a lifetime bond. Traditionally, women are comfortable with the care of the old and the infirm. They are patient with stumbling or lack of competence. Today this is changing because women have to operate in the workplace where the rules are different. Can the feminine principle become part of the charter of human hood in the workplace? Here are the new rules for holistic humanity for managers, including women managers: 1. The Mind is central to success in business today. Carl Segan wrote of the Mind: “Every human being has the capacity to store the equivalent of 7550 volumes of the Encyclopedia Britannica. Women managers like men need to develop the powers of their mind. The Indian ethos gives us key answers in this journey towards having a razor sharp mind, that can cut through all that is superfluous to the heart of Truth. Develop the ability to wipe your mind clean through silent meditation, because great concepts can be created only when the mindspace is clear of mindless static. 2. Managers must conquer fear and overcome the need for instructions or guidance. Pursue the ability to adapt and be a leader of proactive change. The New World is not for those who are what Nehru called, unwilling victims, dragged to be sacrificed on the alter of change. It is for the promoters of change. Those who dictate the unknown future. Managers must be leaders to be accepted as such. They need to banish forever, their fear of being centerstage, their reluctance to accept that they are where the buck stops. 3. Relearn and reinstall the ultimate software of the human heart that our mothers embodied. The matchless Navarasa of emotional intelligence, explored by Bharata’s 2000 year old Natya Shastra, predates Daniel Goleman by several centuries. The New Human of the past decade has often forsaken her heritage of loving, caring and affirmation for the tough, hard bitten, so called “male boss model.” Both men and women managers need to put the human being at the center of all business processes. Substance is winning the battle that style has waged on corporate battlefields. 4. Be kind to yourself. Love yourself. Women managers need to appreciate that it takes heroic energy to rock the cradle and rock the corporate world. First pin a badge for bravery on yourself for attempting it. Then, promise you will not even begin to tread the path that leads to the joyless land of being a Super Woman or Super Mom. Enlist your men and families as willing accomplices in the challenging task of reconstructing a corporate workplace that lovingly accommodates the needs of humans, for families, for music, poetry and time for just standing and watching the world go by! 5. Health is the car you are given to complete life’s journey. The body too needs preventive maintenance. Look after your health. As group Vice President of the Apollo Hospitals group, we tried to launch the Well Woman Check Up in the same way as the predominantly male Master Health Check Up. “Is your wife overworked, tired, stressed out? Bring her for a Well Woman Check Up,” our advertisement said. The marketplace administered a sharp rap on the knuckles, when not a single woman responded.

Cross Functional Teams (CFT)

These teams help break down turf protection. However, they need to be carefully managed. Just including people from many departments does not automatically make a CFT more effective. Too much information can just confuse everybody. Clarity of goals and top management support as well as recognition and rewards are critical to the process. Managing cross-functional teams is one of the challenges of new product development. Yet, how members from different functional areas come together, interact, and arrive at consensus, is a poorly understood process.

Key Elements in an Innovation Initiative

Stimulating Identifying people to be included in innovation initiative Help in selecting projects for creative problem solving Making available teams to work on projects Nurturing Officially recognize the teams and scope of activity. Schedule presentation to top management Provide a budget, Organize Innovation symposiums. Provide space and time for innovation spirals to meet Sustaining Start a MINDSPOWER club to meet once a month. Give innovation awards Celebrate good ideas. Prepare reports and publish success stories Use the innovation club for self development Reinstating Communicate results of Innovation Initiative Have annual awards for Best Teams

BRIDGING THE INNOVATION GAP

Innovation turns problems and inconveniences into profitable elements of a business. The mightiest of modern organizations has been built in a few short years through the power of information and the human mind. Helping to manage human imagination to develop creative solutions will be the secret of winners in the future. Innovation can be seen in every field and every sector. When the first pre-paid telephone cards were released in Japan, it was heralded as the best innovation of the year. It was an example of a simple innovation offering tremendous benefits, both to the consumer and the telephone companies. There are no limitations to the possibilities of the human mind. “Microsoft’s only factory asset is the human imagination,” wrote Frank Moody. Corporations that adopt innovation as a way of life never need to compete. Theirs is the path where no one has gone before; the path which leads to untold success. Consistent innovation leading to profitability is what corporate India needs. This will not happen through mere rhetoric. An Innovation Initiative, which embraces everyone from the doorman to chairman, will create a culture of Innovation. This initiative is for those who are willing to dive in and stay the course of a long-term organizational development intervention. The gaps in achieving this goal for Indian companies are clear. There is a lack of interest in investing resources to build a culture of innovation, a certain reluctance to install the innovation thinking tools.

Organizational Culture and the Emphasis on Innovation

Without the oxygen of support and applause, ideas often die in infancy. The creativity improvement program can be the foundation that enables all other company programs to be effective. There are a number of steps to ensure that the program encourages innovation. IBM whose motto is ‘Think,’ believes in ‘More intellect, less materials.’

Innovation champion

An innovation champion, accredited to be a Four Ace MindsPower trainer with the necessary training and attitude, is critical to the success of the Innovation Initiative. The champion should have Innovation facilitators in every department. In addition, leaders of innovation spirals hold together the structural network required for the process to work. Top management support and empowerment of the champion are needed to provide autonomy and delegation, which are key to innovation.

Flexibility and adaptability is key to Innovation

Adapting to change and proactively responding to opportunities are daunting tasks. Top management needs to handhold teams through these risky processes. Failures need to be dealt with in a way that protects and encourages risk taking. Only CEOs can provide the time and resources required for companies to be outwardly focused, scanning the environment of competitors, customers, academicians, suppliers and even different industries. Such companies have a better chance of becoming innovation stars. CEOs can provide courage, zest, enthusiasm and speed to the whole organization. It is this energy that will drive an Innovation Initiative. Large, traditional companies have a tendency to become more bureaucratic. Bureaucracy produces politics, red tape and power struggles. People find a hundred rules to protect themselves from acting. This can repress the natural energy and enthusiasm of the organization. CEOs can prevent this deadening disease.

The Power of CEO

CEOs can ensure a culture of innovation that highlights the importance of harnessing the talent of the entire organization. Only CEOs can lead such quantum shifts in strategy. They alone can create an organizational climate, where fundamental assumptions are open to question. A real gap in Indian companies seems to be CEOs who nurture companywide innovation. While many CEOs are ‘visionary leaders,’ most are not enthusiastic champions of company-wide innovation. Both financial and psychological support from top management is critical for the culture of innovation. One of the main inhibitors of innovation is the attitude of the ‘Do it my way.’ Leaders need an effective communication system to share their business vision with the grassroots. This helps to empower all levels of the organization.

Consistent Innovation

Once the returns from an innovation start to pour in, the organization may begin to focus on maximizing the returns through routine implementation. Harvesting is a mechanical and essential process. Perhaps every organization requires a section of its people to focus on creativity and innovation. An Innovation Center could provide the foundation for a long-term initiative. Large, tradition bound, successful organizations, tend to prefer the stability that formalized procedures provide. Older organizations tend to become more bureaucratic. Large companies may have more resources, while smaller companies may find it easier to change course. Even though most companies accept the idea of innovation being important for success, most are not committed enough to practice it on a long-term basis. Most are not aware of the underlying process required to make it work on a consistent basis. In the Innovation Movement itself, there are not enough clearly defined structures and processes that a company could follow. There are few consultant organizations, which can handhold and support long-term innovation initiatives. There is a feeling that innovation and creativity is for intellectuals or geniuses. Innovation as a concept needs to be demystified for use across the organization. Management is bottom-line driven. They are extremely result oriented in the short term and lose faith in concepts very fast. Innovation is a concept that requires a long-term buy-in and takes time to be fully ingrained in the organizational culture.

Innovation in the various stages of organizational development

The metamorphosis model of organizational development, passing through the cycles of growth and decline, describes the organizational life cycle of companies: Emergence-Growth-Decay-Death Focus on innovation, may rescue an organization in the declining phase of the organizational life cycle. Re-innovation or renovation becomes important when an old, traditional company goes into decline. The first phase is often entrepreneurial and innovative with a sudden burst of energy capturing a new space in the market. This creative phase is terminated in a leadership crisis. It was Schumpeter who said, “It is rare for anyone always to remain an entrepreneur throughout the decades of his active life.” This cycle progresses from entrepreneurship to an organization that becomes slow and complacent.

Innovation Spirals

The word ‘spiral’ grew out of the MindsPower belief that an idea is like a stone thrown into the still surface of the lake. The ripples spread across the lake. Just as the flutter of a butterfly wing in the rain forests in Brazil can cause an earthquake in Indonesia, or when New York Stock Exchange sneezes, the Asian economies catch pneumonia, every new idea changes the company. Innovation spirals are cross-functional teams, created to design and implement corporate strategies. Kanter writes of factors that inhibit the culture of innovation. Dominance of restrictive vertical relationships Poor lateral communications Limited tools and resources Top-down dictates Formal, restricted vehicles for change Reinforcing a culture of inferiority Unfocused innovative activity Building an organizational culture supportive of creativity is not something which can be done in a hurry. It takes time to build trust between individuals and to reinforce the beliefs and norms we wish to encourage. Despite the obstacles, continuous efforts must be undertaken to ensure the development and maintenance of a creative culture in order to ensure systematic innovation.

A Wish List for Innovation

1. The government could play a major role in making innovation a key factor in economic leadership. There should be a Department of Innovation in the Central government with units in all State governments. 2. Industry bodies like CII should set up innovation centers. 3. IIM Ahmedabad has a center for Innovation, Incubation and Environment. 4. Anna University in Chennai has an Innovation Centre. There is space and a need for hundreds of such centers, especially in academic institutions. 5. As an aid to formulating the research design for this study, the researcher visited the Society for Innovation and Development (SID) at the Indian Institute of Science, Bangalore for interaction with commerce and industry. This organization helps companies by providing them with incubators for new ideas. However much more needs to be done. 6. Innovators should be honored with national awards. Indian companies should have better facilities for filing patents for innovations and inventions. Many young inventors fall by the wayside because the procedure is so expensive, time consuming and complicated. Government should have a more enabling attitude to protect the nation’s wealth of ideas. 7. The educational system should be based on developing creative and innovative thinking. Thinking tools and methodologies should be part of the syllabus. 8. All technical institutions should have innovation and creativity taught as a subject. Companies should recruit innovative people and support them through the process of development. Textbooks on innovation and creativity should be written. 9. All induction programs in organizations should include creativity and innovation. 10. The new trend in business is that people do not stay in jobs over a lifetime. Most respondents in the survey had been in their jobs only for five years. An intensive program to awaken organizational innovativeness and the possibility of enrolling new employees as organizational change agents should be presented early in the process.

Customer-Centric Processes

Customers need to be engaged and involved in the process of constant innovation. Market research alone cannot do it. Here are a few suggestions: • Involve everyone in the quest for ideas • Involve customers in your process of generating ideas • Involve customers in new ways. • Focus on needs that customers don’t express • Focus groups provide feedback only on existing ideas. • Seek ideas from new customer groups Harvesting ideas is good. But using them is critical. Tapping customer innovation is a process that can help customers give creative ideas.

Organizational Culture

Organizational Culture has the great Emphasis on Innovation. Without the oxygen of support and applause, ideas often die in infancy. The creativity improvement program can be the foundation that enables all other company programs to be effective. There are a number of steps to ensure that the program encourages innovation.

Necessity is the mother of innovation

A small bank, which did not have the funds to pay for expensive real estate, came up with the idea of using other people’s premises: schools, petrol pumps and super-markets. Then they moved seamlessly into a growth path, starting thousands of ATMs and mobile banks. Today, they are one of the largest banks in India. More recently, many banks have introduced the concept of 24-hour direct banking with business being carried out by anonymous people at the end of a telephone. This is neutralizing the competitive advantage, which established banks enjoyed by virtue of functioning from prime sites in Mumbai.

Drivers of Innovation

Leadership and consumer relevance are the top drivers of innovation. There are two essential ingredients for successful innovation: Leadership and Consumer Relevance. Innovative processes do not begin in the R&D laboratory. They are initiated with a mandate from the highest level of the corporation. Identifying the consumer’s needs is an equally integral part of the innovation process. Ensuring employee participation in planning and a complete buy-in into innovative strategy is critical. At Unilever, top management strongly believes that innovation has to be closely linked to the business strategy.

Appreciation for diversity

Innovation is more likely to occur in a melting pot of exotic diversity. Homogenous groups are less likely to spark off innovative ideas. Corporations that celebrate diversity and respect it are more likely to create a stable of innovators. Using an inexperienced outsider or a naïve resource can create major breakthroughs in traditional industries. In some cases, companies that network with competitors have benefited more in terms of innovation.

Constructive performance feedback

Productivity depends on performance feedback, as does innovation. 360-degree feedback provides young innovators the opportunity to give their bosses clear feedback on a less than conducive environment. A system to clearly map individual competencies and provide consistent, timely feedback, can result in providing appropriate training when required. The immigrants of diverse races who moved to the USA, created a dynamic flow of new ideas and thus helped in forming a leading economy.

The 10 Commandments of Innovative Thinkers

• The capacity to truly respect another’s ability to think. • To create a positive field where others can think • The capacity to explore alternatives rather than supporting existing facts. • Never to hold non-negotiable opinions • The capacity to see the useable parts of the most radical ideas • Becoming aware of your prejudices and assumptions and eliminating them • Create movement in a situation like throwing a pebble into a pond • Love, respect, appreciate yourself • Learn the mathematics, the tools of innovation. • Involve all through, participation and commitment

Interacting directly and consistently with customers

Tapping customer creativity is a tool to help negotiate new products with customers. It is the kind of process that reinvents the future. For instance, customers were not even aware of the possibility of a Walkman. Only an intense negotiation between top management, manufacturing and customers could have created it. Proctor and Gamble has a Connect and Develop hub (C&D hub), which helps to harness the creativity of consumers, employees, trade partners and others. Customer interaction can be induced by the following: • Management by Walking Around (MBWA) is the most appropriate way to ensure that the customer’s voice is built into products and processes. • Advisory committees of opinion leaders can be an effective method of keeping one’s finger on the pulse of public opinion. Focus group interviews enable customers to explore ideas with skilled facilitators, trained to go below the surface of suggestions and complaints.

Driving creativity in star performance

The way a company treats its top performers provides role models for all others. If such fast track performers are innovative, then others will see creativity and innovation as the path to success. If most star performers are cautious and rule bound, the clear message would be, “Be careful and just follow rules if you want to move up. Creativity does not pay”.

Exploring New Alternatives

Many management teams are involved in fire fighting and solving urgent matters that have developed into critical situations. Time needs to be set apart to study alternative solutions for the problems that lie under the surface of a running organization. ‘Don’t fix it if it ain’t broke,’ say the Americans, meaning, do not change something that is working well. This is disastrous advice in the present context of rapid change. Status quo is the gateway to overnight obsolescence. Innovation should be planned when things are going well. When things are going badly, when survival itself is an issue, no one has the time or energy to look for alternatives. Ashok Leyland has a YES program to harvest new ideas from young executives.

Energy and resources spent on creativity

Creativity needs time and energy. The 6Ms (Men, Materials. Machines, Methods, Markets and Money) should be made available to the initiative over the long-term. Sustained innovation requires that resources are set apart for practice of the innovation process. Innovation spirals should meet. A manager comments: “I m not sure I want my people to be more creative; they have trouble getting their work done on time and within the budget as it is.”

Owning a Problem

Call for problem owners. It is essential for every problem to have a problem owner (PO). It is this problem owner who will choose the solution that suits his resources map (6Ms and time). The PO is critical because otherwise the teams will have not have the necessary momentum to reach the finish line and side step hurdles. A problem without an owner is a baby without a mother. The Problem Owner Owner • owns the issue • describes it • directs the content of the meeting by: contributing wishes and ideas, selecting the avenues to explore, paraphrasing ideas to check understanding before evaluating • evaluates constructively • decides when a solution has been reached • commits to next action The team is working with and for this person. The problem owner is responsible to get as much as possible from the team. How the problem owner interacts with team members and their ideas will have a profound impact on the productivity of the group, so it is important that interaction with the team members is designed to increase their involvement.

Create Incubators for Innovation

Mr. Harsh Mariwala, chairman, Marico Industries, believes his corporate social responsibility is spreading the message of innovation as the practice of innovation can build the Nation. He believes that innovation flourishes in an open, empowering culture, a prototyping culture. ‘We give a new business idea to a team and empower them to implement it. We then remove the escape button’. Like the Greek leader who burnt all the boats and bridges once his army was on enemy territory. The commando force was infused with a do or die attitude; there was no way back -- the only way was forward to victory. ‘The idea is first incubated in an Incubation cell. They report directly to me for 2 years. It is dismantled once their role is completed. Today, for example, the Kaya Skin Clinic is a flourishing new business. Each of my product teams identifies their innovation agenda as part of strategic planning.’ ‘We are driven by our concern for the environment, and preventive natural good health. To us a customer is a person with constantly rising aspirations. Our suppliers are our partners in business.’ ‘“We believe in orbit shifting innovation. To be acceptable, innovation should translate into cash flow. We have experienced that in our company.’