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給CEO的三點創(chuàng)新建議

給CEO的三點創(chuàng)新建議

Scott D. Anthony 2012年04月19日
管理者往往將創(chuàng)新視為少數(shù)人的責任,把它交給穿著實驗室白大褂的科研人員或善于“打破慣性思維”的營銷人員。事實絕非如此。

????管理者往往將創(chuàng)新視為少數(shù)人的責任,把它交給穿著實驗室白大褂的科研人員或善于打破慣性思維的營銷人員。事實絕非如此。在當今這個快速變革的世界中,創(chuàng)新能力應體現(xiàn)在一家公司的各個部門。

????孤立的創(chuàng)新將損害公司競爭力。畢竟,全球化和通信技術快速發(fā)展導致產品生命周期縮短,意味著競爭優(yōu)勢存在的時間越來越短暫。甚至連雅虎(Yahoo!)這樣的公司從萬眾矚目到泯然眾人似乎只是一夜之間的事情。貫穿于整個公司的創(chuàng)新能力有助于公司改進現(xiàn)有產品、打造明日產品。

????而且,需要改變的不只是企業(yè)的競爭方式,還包括人們根本的工作方式。想想Yammer (Twitter企業(yè)版)、WebEx等通信技術以及Campfire等協(xié)作工具的崛起。似乎人們剛剛掌握一款新的工具,更新的工具又冒出來了。全公司上下的創(chuàng)新能力有助于員工更輕松地使用、適應這些新的技術。

????蘋果(Apple)、亞馬遜(Amazon.com)等公司的基因中似乎就蘊含著創(chuàng)新的因子;寶潔(Procter & Gamble)、通用電氣(General Electric)等其他公司已花費了幾十年時間來培育支持創(chuàng)新的體系。如果你才剛剛開始創(chuàng)新之旅,不妨考慮下面三點建議。

形成、傳播“創(chuàng)新”的共同語言

????雖然創(chuàng)新討論往往帶有一些神秘色彩,但事實上創(chuàng)新就是找到新的辦法來解決問題。但如果人們對創(chuàng)新的定義看法不同,就很難針對創(chuàng)新問題展開富有成效的討論。同時也更難識別、理解創(chuàng)新將面臨的挑戰(zhàn)和機遇,并做出回應。

????下面這個簡單的測試就可以測試出公司內部是否缺乏創(chuàng)新的共同語言。讓一群人寫下并念出他們的創(chuàng)新定義。結果很可能千差萬別,而這可能導致混淆和挫敗感。除了基礎定義,還可以詳細列明打算遵循的不同創(chuàng)新策略。例如,寶潔有四種不同的創(chuàng)新策略,涵蓋了從商業(yè)策略(即推動現(xiàn)有產品的試用和使用營銷及促銷方法)到顛覆性策略(及可能創(chuàng)造全新品類的點子)的不同類型。精準界定每項策略有助于明確創(chuàng)新的嘗試。

????Leaders often perceive innovation as the province of the few, isolated to white-lab coat wearing research scientists or "out-of-the-box" thinking marketers. That's not right. In today's quickly changing world, innovation should be a corporate-wide capability.

????Isolating innovation hurts a company's ability to compete. After all, shrinking product life cycles driven by globalization and rapid advances in communications technologies means that competitive advantage is increasingly a transitory notion. Companies like Yahoo! (YHOO) go from darlings to also-rans seemingly overnight. Widespread innovation capabilities improve a company's ability to incrementally improve today's offerings and create tomorrow's offerings.

????Further, it isn't just the way in which companies compete that needs to change; it is the way in which people fundamentally do their work. Think about the rise of communications technologies such as Yammer (the corporate equivalent of Twitter) and WebEx or collaboration tools like Campfire. It seems as soon as you master a new tool, a new one starts to emerge. A corporate-wide innovation capability helps an organization's employees more readily adopt and adapt to these new technologies.

????Companies like Apple (AAPL) and Amazon.com (AMZN) seem to have innovation in their DNA; others like Procter & Gamble (PG) and General Electric (GE) have spent decades developing systems to support innovation. If you are just starting your innovation journey, consider the following three tips.

Forming and spreading a common language of innovation.

????While innovation discussions often carry mystical tones, innovation is really nothing more than finding new ways to solve problems. But when people define innovation differently, it inhibits an organization's ability to have productive discussions on the topic. And makes it more difficult to identify, understand, and respond to innovation challenges -- or opportunities.

????Here's a simple test to determine if your organization is lacking a common language. Ask a group of people to write down and read out their definition of innovation. Odds are there are material differences in the definitions, which can lead to confusion and frustration. Beyond a basic definition, consider detailing the different types of innovation strategies you plan to follow. For example, P&G has four distinct types of innovation strategies, ranging from commercial (marketing and promotion methods to drive trial and use of existing offerings) to disruptive (ideas that have the potential to create entirely new categories). Precise definitions of each strategy help bring clarity to innovation efforts.

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