A sure-fire way to commercial success is giving people something new they truly and desperately want. Innovation — the connection of something novel with a need — has become a heady concoction that a growing number of organizations pursue.
The Pentagon continues accelerating its effort to source innovation from more places — for instance, it opened its latest innovation-focused office in Austin, Tex. last week as it has done in both Silicon Valley and Boston. CEOs of large businesses and heads of not-for-profit organizations often tell me about their need for innovation.
Many ask whether large organizations can learn to pivot, and embrace innovative change the way smaller companies and individuals seem to be able to.
Let’s look at what innovation means. Some describe it as the process of combining entrepreneurship and technology to create something new, but that definition shortchanges the fresh ideas that don’t
necessarily use technology. It would also imply that large organizations probably couldn’t be innovative, since entrepreneurs generally do not like working in large organizations.
Others tie innovation to commercial outcome, but this devalues the multitude of opportunities for innovation to positively change an organization without necessarily turning a profit. Innovating for social benefit is not profitable in a monetary way.
Instead, innovation is the conversion of a creation into something that satisfies a need. This is an important nuance. Creativity on its own doesn’t need to influence or sway others; it’s a human behavior. Innovation, however, makes users respond and act in a new way, see things differently, feel differently — and, to want to feel that way again.
So innovation can be large or small, broad or narrow in focus and application. Innovation is a naturally occurring phenomenon when people are given an opportunity to be creative and then share their new ideas.
The first trick is establishing conditions for people to dream, to wonder and ponder. This “fuzzy thinking” is the process of gathering information and considering alternatives in a somewhat wandering, less directed path.
The second challenge is…
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