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Actual for You - Call for Innovation: Do or Die Situation for Indian Organizations
Successful people approach their every interaction in a manner thats different than everyone else. People who are successful enter into each interaction with a desired outcome. They have an idea of what they want from each meeting, each phone call, and each email. The most successful individuals have internalized this behavior; they dont even realize that they are doing it. There is also a flip side to this coin. Successful people are incredibly appreciative when other people are focused on achieving an outcome from a meeting or interaction. This helps them cut through clutter and enables them to be almost twice as productive as everyone else.Many people ask me if, by outcome-driven, I mean communicating in a frank or direct way. Although direct communication is often helpful and appreciated, that is not my specific focus. In this case, I am referring to the thought process that occurs prior to an interaction, such as scheduling a meeting, accepting an invitation to a meeting, picking up the ph
3) There is no limit to R.O.I of implementing innovation and creativity but there are ways to work around it and demonstrate it on sample projects.
4) Innovation outsourcing (different from design outsourcing) cannot solve the problem as it would get expensive over a period of time and companies would need to have it in-house.
5) Innovation and creativity training would help to some extend but unless organization make the fundamental changes, instutionalize innovation, bring it into process, and consistently feed the innovation pipeline they may not be able to taste the real fruits.
3M, Google, give atleast 15% of time to employees to work on project that they feel interesting and would benefit the company. 3M made post-itTm from such a program and is still making 100 million dollars each year. 3M also has a policy to make 5 products every year that did not exist in market before. Google, E-bay, Amazon and Apple changed and are the top 4 growing brands in the world.
The take-away are:
Start with outsourcing Innovation. Hire an innovation consultant.
Train people in house in innovation and creativity/hire designers.
Build a innovation centre.
Mean while slowly Change. (managed)
>Organization structure (hierarchy, power distributi
In a day and age where nearly two-thirds of enterprise value is originating from intangible assets alone, the future value of businesses, especially those which are knowledge driven, will largely tend to be concentrated in the ways in which firms manage and acknowledge these value creating assets. Branding in a knowledge driven business like real estate consulting is a fairly new concept. In this article, I discuss why real estate consulting firms should adopt the practice of brand-building and how this in turn can enhance their long term value and future growth in a market like India.After the slump in the mid-90s, real estate firms are back in action into what can be called as the biggest housing and commercial real estate booms in the history. This time the bubble seems to be growing consistently and until it pops, the business may just keep looking better. While some investors may insist that the growth is too much too soon, there are many who believe that the growing real e
Indian organizations got benefited due to economic explosion. People had enough money to buy goods and services which were of a better quality and design. Since many foreign companies were serving goods and services of high quality and design, Indian organization had to match them to survive in the competition. They were forced to pay attention to design, quality and service. These companies eventually hired a lot of designers. Many new design schools opened in India in the last two years to cater to this growing need of industries.
Things changed so fast that there remained a fundamental flaw which is now back firing. Organizations hired designers but failed to use their creative potential to the fullest. These organizations were not ready for the fundamental changes which enable designers explore and show their creative talent. Indian organizations are infested with hierarchy, rigid policy, strict rules, uneven power distribution and frightful environment which are major contributions to kill creative ideas and motivation to work. This is making designers quit jobs frequently.
1) Research suggests sustained innovation and creativity demands a specific kind of
Organization policy
Organization structure
Organization processes and
Organizational environment
For any Indian organization these changes are radical change in the way it governs or makes business. These changes are perceived as threat to the current success, progress and optimized processes for economical production of goods and services.
Innovation and creative process in organizations is governed by managers. These managers are not designers nor do they have formal training in innovation and creativity. They are more concerned about optimization of the resources, reducing the cost etc. Research says these managers are responsible to kill creativity and disconnect a good idea to reach the CEO. Research also says no organization can survive for a long time just by reducing cost.
2) Some companies who started recently did it right, but they did not succeed in a long run because there was no system to manage the process of innovation and creativity. And why would there be? There is no institution which gives training in innovation and creativity. This education is fundamentally different from the design or design management education that is given in any design schools.
India as of today is becoming more unattractive to MNCs who are trying to come in because of increase in the salary expectations. It clearly shows that market is going to stabilize in a few months from now leaving India with no incoming money. This would continue unless organizations find a sustained ways to keep the money circulating. Edward De-bono says innovation and creativity is the only sustained way to survive in along run and stay ahead in competition.
It is time for Indian organizations to capitalize on the current economic situation and successfully instutionalize innovation and creativity.
When I first started my studies I thought this is the case only with Indian organizations but recently I found that this is a typical scenario across globe. Organizations in India and abroad are facing problems either in implementation of innovation and creativity or managing innovation and creative people.
Some CEOS think that their organization does innovations and is very creative at work. They tend to confuse innovation with design. There was an interesting survey done which found that the definition of innovation these CEOS made varied from gaining a lot of business from the product to changing the color of product from black to blue.
There are various measures of innovativeness. A simple way to find is to look at the product, process, system, service, or an environment the organization developed in one year and ask the following questions:
A) Are there 5 new products that did not exist in the world before?
B) Do these 5 products fundamentally change?
The way company made business
The way company manufactured distributed or marketed the products
The way it is used by the end user
C) Have the products solved the problem that was lasting for over a decade ?
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
Design a better mouse. (Would definitely be a mouse)
Design a hand held input device. (Can be any input device)
Design a way to give input. (may be device, may be process)
Design an input system to do the task. (May be one or many device)
Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What does it take to do these changes? How would it affect the way organization function? What is ROI?
1) It takes major change in the way organization works in terms of the organization structure, process, policy and the environment. There is a systematic way to implement this change. As I told earlier that these changes will always be resisted and avoided in organization, hence for successful implementation of change effective communication and convincing becomes necessary apart from managing the change.
2) Companies try to adapt models of previously established companies. These models may have compatibility issues. They either may not suit the kind of work the company does or they may face problems related to culture, social and political conditions in the organization.
3) There is no limit to R.O.I of implementing innovation and creativity but there are ways to work around it and demonstrate it on sample projects.
4) Innovation outsourcing (different from design outsourcing) cannot solve the problem as it would get expensive over a period of time and companies would need to have it in-house.
5) Innovation and creativity training would help to some extend but unless organization make the fundamental changes, instutionalize innovation, bring it into process, and consistently feed the innovation pipeline they may not be able to taste the real fruits.
3M, Google, give atleast 15% of time to employees to work on project that they feel interesting and would benefit the company. 3M made post-itTm from such a program and is still making 100 million dollars each year. 3M also has a policy to make 5 products every year that did not exist in market before. Google, E-bay, Amazon and Apple changed and are the top 4 growing brands in the world.
The take-away are:
Start with outsourcing Innovation. Hire an innovation consultant.
Train people in house in innovation and creativity/hire designers.
Build a innovation centre.
Mean while slowly Change. (managed)
>Organization structure (hierarchy, power distributio
Over the years I have discovered that many organizations have a variety of policies, products, services, positions, techniques and even people that are what I refer to as 'sacred cows'. In other words - don't mess with them. The people are protected because of their relationship to or with a certain manager or founder or because of their longevity. Many policies or products/services are the creation and of a long-time manager or department and are untouchable.I have not yet worked with or seen an organization that didn't have some sacred cows that need to be re-visited, eliminated or re-designed. I'll bet if you look closely you can find a few in your organization. The questions you need to ask are:1. Is the current culture, internal environment or business conditions consistent with them or do they need to be re-designed?2. Do you have some people that need to be re-trained with different skill sets?3. Do you have positions or departments that are no longer necessa
Organization policy
Organization structure
Organization processes and
Organizational environment
For any Indian organization these changes are radical change in the way it governs or makes business. These changes are perceived as threat to the current success, progress and optimized processes for economical production of goods and services.
Innovation and creative process in organizations is governed by managers. These managers are not designers nor do they have formal training in innovation and creativity. They are more concerned about optimization of the resources, reducing the cost etc. Research says these managers are responsible to kill creativity and disconnect a good idea to reach the CEO. Research also says no organization can survive for a long time just by reducing cost.
2) Some companies who started recently did it right, but they did not succeed in a long run because there was no system to manage the process of innovation and creativity. And why would there be? There is no institution which gives training in innovation and creativity. This education is fundamentally different from the design or design management education that is given in any design schools.
India as of today is becoming more unattractive to MNCs who are trying to come in because of increase in the salary expectations. It clearly shows that market is going to stabilize in a few months from now leaving India with no incoming money. This would continue unless organizations find a sustained ways to keep the money circulating. Edward De-bono says innovation and creativity is the only sustained way to survive in along run and stay ahead in competition.
It is time for Indian organizations to capitalize on the current economic situation and successfully instutionalize innovation and creativity.
When I first started my studies I thought this is the case only with Indian organizations but recently I found that this is a typical scenario across globe. Organizations in India and abroad are facing problems either in implementation of innovation and creativity or managing innovation and creative people.
Some CEOS think that their organization does innovations and is very creative at work. They tend to confuse innovation with design. There was an interesting survey done which found that the definition of innovation these CEOS made varied from gaining a lot of business from the product to changing the color of product from black to blue.
There are various measures of innovativeness. A simple way to find is to look at the product, process, system, service, or an environment the organization developed in one year and ask the following questions:
A) Are there 5 new products that did not exist in the world before?
B) Do these 5 products fundamentally change?
The way company made business
The way company manufactured distributed or marketed the products
The way it is used by the end user
C) Have the products solved the problem that was lasting for over a decade ?
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
Design a better mouse. (Would definitely be a mouse)
Design a hand held input device. (Can be any input device)
Design a way to give input. (may be device, may be process)
Design an input system to do the task. (May be one or many device)
Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What does it take to do these changes? How would it affect the way organization function? What is ROI?
1) It takes major change in the way organization works in terms of the organization structure, process, policy and the environment. There is a systematic way to implement this change. As I told earlier that these changes will always be resisted and avoided in organization, hence for successful implementation of change effective communication and convincing becomes necessary apart from managing the change.
2) Companies try to adapt models of previously established companies. These models may have compatibility issues. They either may not suit the kind of work the company does or they may face problems related to culture, social and political conditions in the organization.
3) There is no limit to R.O.I of implementing innovation and creativity but there are ways to work around it and demonstrate it on sample projects.
4) Innovation outsourcing (different from design outsourcing) cannot solve the problem as it would get expensive over a period of time and companies would need to have it in-house.
5) Innovation and creativity training would help to some extend but unless organization make the fundamental changes, instutionalize innovation, bring it into process, and consistently feed the innovation pipeline they may not be able to taste the real fruits.
3M, Google, give atleast 15% of time to employees to work on project that they feel interesting and would benefit the company. 3M made post-itTm from such a program and is still making 100 million dollars each year. 3M also has a policy to make 5 products every year that did not exist in market before. Google, E-bay, Amazon and Apple changed and are the top 4 growing brands in the world.
The take-away are:
Start with outsourcing Innovation. Hire an innovation consultant.
Train people in house in innovation and creativity/hire designers.
Build a innovation centre.
Mean while slowly Change. (managed)
>Organization structure (hierarchy, power distributi
Almost every company goes through it, except for the fortunate few. Some people have gone through it multiple times. While never easy, raising money for the second or third time (assuming success the first time!) is a picnic, compared to the first time.The questions that run through an entrepreneurs mind are nearly endless. Do I even need the money? Is my company fundable, regardless? How much do I need? How much should I try to raise? Whats the best time to start raising money? What type of investor should I approach, and what are their expectations? How should I go about approaching them?I could fill up the rest of a page with salient questions an entrepreneur might have. This might be the most daunting process in the minefield of difficult steps to forming and building a winning high tech company.So youre a new entrepreneur, with a great idea, a prototype, and a vague notion that you might need to raise some capital. Where do you go from here?NO
It is time for Indian organizations to capitalize on the current economic situation and successfully instutionalize innovation and creativity.
When I first started my studies I thought this is the case only with Indian organizations but recently I found that this is a typical scenario across globe. Organizations in India and abroad are facing problems either in implementation of innovation and creativity or managing innovation and creative people.
Some CEOS think that their organization does innovations and is very creative at work. They tend to confuse innovation with design. There was an interesting survey done which found that the definition of innovation these CEOS made varied from gaining a lot of business from the product to changing the color of product from black to blue.
There are various measures of innovativeness. A simple way to find is to look at the product, process, system, service, or an environment the organization developed in one year and ask the following questions:
A) Are there 5 new products that did not exist in the world before?
B) Do these 5 products fundamentally change?
The way company made business
The way company manufactured distributed or marketed the products
The way it is used by the end user
C) Have the products solved the problem that was lasting for over a decade ?
Some designers think that a good design (example an ergonomically better mouse) is also an innovation. The exact difference between a better design and innovation can be explained if you look at the following briefs given to designers
Design a better mouse. (Would definitely be a mouse)
Design a hand held input device. (Can be any input device)
Design a way to give input. (may be device, may be process)
Design an input system to do the task. (May be one or many device)
Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What does it take to do these changes? How would it affect the way organization function? What is ROI?
1) It takes major change in the way organization works in terms of the organization structure, process, policy and the environment. There is a systematic way to implement this change. As I told earlier that these changes will always be resisted and avoided in organization, hence for successful implementation of change effective communication and convincing becomes necessary apart from managing the change.
2) Companies try to adapt models of previously established companies. These models may have compatibility issues. They either may not suit the kind of work the company does or they may face problems related to culture, social and political conditions in the organization.
3) There is no limit to R.O.I of implementing innovation and creativity but there are ways to work around it and demonstrate it on sample projects.
4) Innovation outsourcing (different from design outsourcing) cannot solve the problem as it would get expensive over a period of time and companies would need to have it in-house.
5) Innovation and creativity training would help to some extend but unless organization make the fundamental changes, instutionalize innovation, bring it into process, and consistently feed the innovation pipeline they may not be able to taste the real fruits.
3M, Google, give atleast 15% of time to employees to work on project that they feel interesting and would benefit the company. 3M made post-itTm from such a program and is still making 100 million dollars each year. 3M also has a policy to make 5 products every year that did not exist in market before. Google, E-bay, Amazon and Apple changed and are the top 4 growing brands in the world.
The take-away are:
Start with outsourcing Innovation. Hire an innovation consultant.
Train people in house in innovation and creativity/hire designers.
Build a innovation centre.
Mean while slowly Change. (managed)
>Organization structure (hierarchy, power distributi
You start by thinking that when exhibiting at a show, to market direct to the public or to trade, you will more than likely be stood within metres of your competition. If you were not exhibiting though, then your competitors will be there anyway so this point should not in anyway affect your decision to exhibit.- In terms of actual exhibiting, you know that you are dealing with a targeted market at exhibitions, with the people who do walk through the door; clearly people have chosen to attend such an event. This would suggest that they have some involvement or genuine interest with regards to your field.- If you have a genuinely good product, exhibitions also give you a very good sales environment on which to push for new business. What can be very important is getting your sales area perfect. Choosing the right exhibition stand design and the right spot will all affect how well you do.Exhibitions are also fantastic for doing live demonstrations and for companies who for example, se
Design a better mouse. (Would definitely be a mouse)
Design a hand held input device. (Can be any input device)
Design a way to give input. (may be device, may be process)
Design an input system to do the task. (May be one or many device)
Design an environment to do the task. (May be one or many device or none)
Not many organizations give their designers the last two briefs which have high probabilities of getting close to an incremental innovation.
A radical innovation is still much ahead of these briefs. This may cater to unsolved problems in areas where there is no existing product. In those cases the briefs are made from extensive trend analysis, market research, socio-psychological and ethnographic studies. There are many ways that organization can adopt or deal with this fussy front-end and develop a strategy for innovation.
What does it take to do these changes? How would it affect the way organization function? What is ROI?
1) It takes major change in the way organization works in terms of the organization structure, process, policy and the environment. There is a systematic way to implement this change. As I told earlier that these changes will always be resisted and avoided in organization, hence for successful implementation of change effective communication and convincing becomes necessary apart from managing the change.
2) Companies try to adapt models of previously established companies. These models may have compatibility issues. They either may not suit the kind of work the company does or they may face problems related to culture, social and political conditions in the organization.
3) There is no limit to R.O.I of implementing innovation and creativity but there are ways to work around it and demonstrate it on sample projects.
4) Innovation outsourcing (different from design outsourcing) cannot solve the problem as it would get expensive over a period of time and companies would need to have it in-house.
5) Innovation and creativity training would help to some extend but unless organization make the fundamental changes, instutionalize innovation, bring it into process, and consistently feed the innovation pipeline they may not be able to taste the real fruits.
3M, Google, give atleast 15% of time to employees to work on project that they feel interesting and would benefit the company. 3M made post-itTm from such a program and is still making 100 million dollars each year. 3M also has a policy to make 5 products every year that did not exist in market before. Google, E-bay, Amazon and Apple changed and are the top 4 growing brands in the world.
The take-away are:
Start with outsourcing Innovation. Hire an innovation consultant.
Train people in house in innovation and creativity/hire designers.
Build a innovation centre.
Mean while slowly Change. (managed)
>Organization structure (hierarchy, power distributi
Do you remember days back in high school when you got your very first job? Possibly you drove around to every burger, pizza and fast food joint in town, to find out if they were hiring. Sure, we all do it. How else can we make money to supe-up our cars? Its most likely to end up at a local grocery store or serving at the local diner. These are known as jobs for students.A majority of huge corporations don't tend to hire 16 year olds who lack a high school diploma. In fact, this is what drives us to work hard and do well in college. After an experience of these "jobs for students," we're so anxious to move up and away from their crappy hours, and headaches. And not to forget the terrible pay at the end.The first job I ever received was working at a video store. It wasnt too bad considering some of the horrors out there. Though I must admit how long can you stand to work in customer service? While some may think that cubicle jobs are a bore; trust me, there is much
3) There is no limit to R.O.I of implementing innovation and creativity but there are ways to work around it and demonstrate it on sample projects.
4) Innovation outsourcing (different from design outsourcing) cannot solve the problem as it would get expensive over a period of time and companies would need to have it in-house.
5) Innovation and creativity training would help to some extend but unless organization make the fundamental changes, instutionalize innovation, bring it into process, and consistently feed the innovation pipeline they may not be able to taste the real fruits.
3M, Google, give atleast 15% of time to employees to work on project that they feel interesting and would benefit the company. 3M made post-itTm from such a program and is still making 100 million dollars each year. 3M also has a policy to make 5 products every year that did not exist in market before. Google, E-bay, Amazon and Apple changed and are the top 4 growing brands in the world.
The take-away are:
Start with outsourcing Innovation. Hire an innovation consultant.
Train people in house in innovation and creativity/hire designers.
Build a innovation centre.
Mean while slowly Change. (managed)
>Organization structure (hierarchy, power distributions)
> Policy
> Processes
> Environment
Establish system for sustained Innovation.
> Market research
> Trend analysis
> Design and innovation management
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