Replicating best practices

Copying the best practices from other players in the field can improve efficiency. Replicating the ideas that work across the organization, can save time and other resources. Paying attention to the mishaps of other players and avoiding what does not work for them, is also usable information.

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.

Doing things right

Mistakes can be expensive. The cost of rejection is a major source of concern in manufacturing. Doing things right is essential before companies can think of doing new things.  Training  Retraining  Building-in quality consciousness  Reward and feedback systems  Process improvement  Communicating and affirming a culture of excellence  Building teams that co-operate rather than compete

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.’

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.

The mind is the greatest resource

The mind is the greatest resource needed for innovation. With mental capability, there are few limitations. Overload a machine and it can break down. Even computer chips have their speed limits. Resources can run dry. However, if we can help people make better use of their minds, the returns are immeasurable. The mind computer has the capacity to store an equivalent of 7550 volumes of the Encyclopedia Britannica.