Build An Innovation Engine In 90 Days
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INNOVATION
Build an Innovation Engine in 90 Days by Scott Anthony, David Duncan, and Pontus M.A. Siren
FROM THE DECEMBER 2014 ISSUE
WHAT TO READ NEXT
Why Do We Keep Choosing Ineffective Urban
Interventions?
People Are Not Cogs
Ways to Explore Cloud Computing
P
ractically every company innovates. But few do so in an orderly, reliable way. In far too many organizations, the big breakthroughs happen despite the company. Successful innovations typically follow invisible development paths and require acts of individual heroism or a heavy
VIEW MORE FROM THE
December 2014 Issue
dose of serendipity. Successive efforts to jump-start innovation through, say, hack-a-thons, cash prizes for inventive concepts, and on-again,
off-again task forces frequently prove fruitless. Great ideas remain captive in the heads of employees, innovation initiatives take way too long, and the ideas that are developed are not necessarily the best efforts or the best fit with strategic priorities.
Most executives will freely admit that their innovation engine doesn’t hum the way they would like it to. But turning sundry innovation efforts into a function that operates consistently and at scale feels like a monumental task. And in many cases it is, requiring new organizational structures, new hires, and substantial investment, as the “innovation factory” Procter & Gamble built in the early 2000s did.
Building a Minimum Viable Innovation System: The First 90 Days
EXPLORE THE ARCHIVE
For the past decade we’ve been helping organizations around the globe strengthen their innovation capabilities, and that work has taught us that there’s an important intermediate option between ad hoc innovation and building an elaborate, large-scale innovation factory: setting up a minimum viable innovation system (MVIS).
We borrow the language for this term from the world of lean start-ups, where “minimum viable product” denotes a stripped-down
INNOVATION
Build an Innovation Engine in 90 Days by Scott Anthony, David Duncan, and Pontus M.A. Siren
FROM THE DECEMBER 2014 ISSUE
WHAT TO READ NEXT
Why Do We Keep Choosing Ineffective Urban
Interventions?
People Are Not Cogs
Ways to Explore Cloud Computing
P
ractically every company innovates. But few do so in an orderly, reliable way. In far too many organizations, the big breakthroughs happen despite the company. Successful innovations typically follow invisible development paths and require acts of individual heroism or a heavy
VIEW MORE FROM THE
December 2014 Issue
dose of serendipity. Successive efforts to jump-start innovation through, say, hack-a-thons, cash prizes for inventive concepts, and on-again,
off-again task forces frequently prove fruitless. Great ideas remain captive in the heads of employees, innovation initiatives take way too long, and the ideas that are developed are not necessarily the best efforts or the best fit with strategic priorities.
Most executives will freely admit that their innovation engine doesn’t hum the way they would like it to. But turning sundry innovation efforts into a function that operates consistently and at scale feels like a monumental task. And in many cases it is, requiring new organizational structures, new hires, and substantial investment, as the “innovation factory” Procter & Gamble built in the early 2000s did.
Building a Minimum Viable Innovation System: The First 90 Days
EXPLORE THE ARCHIVE
For the past decade we’ve been helping organizations around the globe strengthen their innovation capabilities, and that work has taught us that there’s an important intermediate option between ad hoc innovation and building an elaborate, large-scale innovation factory: setting up a minimum viable innovation system (MVIS).
We borrow the language for this term from the world of lean start-ups, where “minimum viable product” denotes a stripped-down