I have observed organisations which had innovation labs and accelerators tend to not be successful in innovation compared to places where it is baked into the working style and leaders who set ambitious targets. The biggest reason for failure is having a small group of people concentrate on innovation and have delivery managers who concentrate on efficiency to oversee those programs. Despite being not so productive many organisations run this theatre in the hopes of making it big in some areas.
Everyone will understand that creativity cannot be planned and executed but that is how it is approved in many places. Here are a few important things to keep in mind if innovation has to take off from run of the mill work.
People have to be bored to find something else to work and land up on exciting things. Idle mind is a devil’s workshop but that workshop can be put to use for the right outcomes. If people are bored, it means that there was never much work to do which is completely against the efficiency focus of most managers, Mind has to wander to stumble on things that are not obvious. Emptiness is the source of creativity.
All rounders and diversity
The more diversity in the mix of people and experience, the better is the ability to connect various unrelated things into something material. Doctors in the rescue operations may come up with better UX for field devices than a great UX designer who specialises in web design. Quorum sensing and an open communication plan including finance will enable people to see a lot and do mix and match.
No labs approach
The approach of setting up a lab and assigning a person responsible is cool but it is also giving out the signal that ideas will come only from a few people not everyone else. The moment any person who has an idea has to go and explain to another person, get an approval and try it out – it dies. For a lot of people an idea will die if they try to prematurely put it into words and convince another person before letting it mature in their head or try out random experiments to grow it. There has to be an eco system to be able to try new things and measure without too many approval dances to do.
A company improving their innovation culture cannot see it immediately in their quarterly results. It is a slow burn solution which will take its sweet time to mature and give results just like growing a fruit orchard. We will get indications of it growing but bearing fruits is going to take time and energy. If you wanted it yesterday, better stick with efficiency gains and let someone else do it.
Listening to the people in the trench
Google’s Eric Schmidt had this approach of “Listen to lab coats not the suits”. The greatest point here is, it is coming from a person wearing a suit. His work on How google works throws some light on their approach to innovation. One person higher above taking decisions without consulting people from the trenches is definitely going to stick to tried and tested methods and will not innovate.
There is more to it, but I feel many of the companies running innovation labs have to take long path of changing the culture if any sustainable change has to take place in innovation.