Keeping the end in mind

The end of the innovation funnel that is....

Several events complicate the pursuit of innovation in larger organizations.

1) Funding the creative process - its a large world of ideas out there. The time to think, create and evaluate is not necessarily the possible task of a manager who has to be focused on day-to-day operations. This can be considered and investment with expected returns. Or it can be thought of as a grant with expectation applied effort and education with no expectation of returns or at least a lower chance. Either way. Clarity is important for all involved.

Now once a company decides they need this and funds it they face a second challenge

2) Identifying burn rate. Quite often an idea guru, consultant, firm or hired hand will bring great ideas to the table. They talk. They contemplate. They investigate. But the important thing to remember is the fuel of any company is cash. So in building the organization define the goal in terms of activities, deliverable and results. What is the innovation team's measure success? There is a huge difference between a wicked idea and a wicked idea the can make money in a certain amount of time.

If an organization is clear on expectations from an innovation organization and has set the line anywhere from valid ideas to operational possible plans to actual implementation they hit another challenge

3) Organizational value. Who has to implement the plan and then who gets credit for it's failure and success? The end of the funnel is value creation to the end customer and value for the organization - read revenue and cash - and value stream participants. Is it the idea guy who was the enabler, was it the management team that took the ball and ran with it? Is it turf war credit allocation nightmare? Yes yes yes yes.

Let the games begin.