A recent article on CNN.com, “Learn the five secrets of innovation,” by Mark Tutton, focuses on the results of a six-year study conducted by professors from Harvard Business School, Insead and Brigham Young University. 3,000 executives and 500 innovative entrepreneurs were involved in the study, which also included interviews with the likes of Jeff Bezos (Amazon) and Michael Dell (Dell Computers).

The results of the study are hardly earth shattering. But they are important for anyone interested in developing their innovation chops and enjoying the resulting rewards.

The verdict? “Coming up with brilliant, game-changing ideas is what makes the likes of Apple’s Steve Jobs so successful…”

Stating the obvious? Well maybe not to everyone.

Business leaders around the world are struggling to crack the code of innovation. They focus on re-structuring, re-invention, short-sighted innovation initiatives, revolving door consultants, creativity boot camps, etc.

But apparently what it all comes down to is the ability to generate great ideas. Do that well, and all the other stuff more easily falls into place – if for no other reason than the fact that you are generating great ideas about those things, too.

From "Learn the five secrets of innovation," by Mark Tutton, CNN.com

According to the study, there are 5 key skills necessary to be a prolific innovator (a.k.a. idea-generator) – associating, questioning, observing, experimenting and discovering.

It seems these skills have more to do with how one acts as how one thinks. Prolific innovators are always proactively searching for new ideas, new connections, new perspectives. Theirs is not a passive activity; they don’t sit around waiting for the Muse to visit or the lightning bolt to strike. They pursue ideas daily and relentlessly.

It is this skill set, this business activity, that will forever more be the definer of success.

So how can you ensure you have a whole army of Steve Jobses generating innovative thinking in your organization?

Remove the impediments and allow it to happen. Create an environment that facilitates idea-generation. Nourish it with acknowledgment, training, tools – and rewards for achievement. In a recent post here, “Google’s 80/20 Formula – It can work for you!” we briefly described Google’s take on the issue… encourage employees to spend 80% of their time on core projects, and 20% of their time on “innovation” activities that peak their own personal interests.

How much does your organization to do foster innovative thinking? Do you invest 20% in it, like Google does? If you did, what returns might you realize?

The ability to generate innovative thinking is not an inherent trait; it is based on a set of skills that anyone can learn and develop. Exposing yourself to new ideas and observing the world around you can drive innovation.

All it takes is doing it. As one of the men behind the study, Insead’s Hal Gregersen, put it, “Studies have shown that creativity is close to 80 percent learned and acquired,” he told CNN. “We found that it’s like exercising your muscles — if you engage in the actions you build the skills.”

Start building your innovation muscles now. And watch the ideas start to flow.

After all, when you cut through all the hype and Ivy-tower debate, innovation at its core is really just a child’s game of connecting the dots in new and imaginative ways.

It’s a well-known fact that Google employees are encouraged to spend 80% of their time on core projects, and 20% of their time on “innovation” activities that peak their own personal interests. This 80/20 formula can also work for any organization that desires to ramp up its innovation spirits. Here are some helpful tips we found on the Mama Bee blog. Mama Bee is an information site for working mothers in the corporate world.

Google’s 80/20 Innovation Model

The ITO (Innovation Time out) policy encourages Google employees to spend 80% of their time on core projects, and roughly 20% (or one day per week) on “innovation” activities that speak to their personal interests and passions. These activities may benefit the company’s bottom line – as in the case of Gmail, Google News, AdSense and Orkut. But more importantly they keep employees challenged and engaged in ways that aid retention and keep staff learning and growing.

Imagine a scenario where you could spend 20% of your time on projects that you think could benefit your company or world, and that you “own.” That could stimulate you to think differently and passionately about the other 80% of your work, leading to a more fulfilling professional experience

Of course, this model works well for developers, engineers and other creative types. What about for the rest of us? Is there an 80/20 innovation model that could help your administrative assistant do his or her job better? Help middle managers make the leap more effectively to senior staff? Energize senior staff by offering mentoring and stewardship opportunities around such projects?

Innovation is the key for companies surviving this economic downturn. Here are some thoughts on implementing an innovation policy in your workplace:

1. Create a formal process for project selection, monitoring, and evaluation. At Google they track innovation time and know exactly which projects are being pursued. Employees who want to take advantage of innovation time off should submit a brief proposal and timeline, and be able to articulate how they will measure success.

2. Don’t worry about failure. In some ways innovation, like so many other things, is a numbers game. You throw up 50 projects, and maybe one or two stick. Most will fail, but you can’t know which will work unless you try. Failure is a critical p[art of true innovation.

3. Start small. Successful pilot projects help to leverage support and build awareness. Encourage your employees to create scalable projects that can be launched with relatively little investment.

4. Let your staff shine. Champion good ideas by facilitating and advocating, but let your employee present directly to senior management. Managers benefit when CEOs see that they have recruited intelligent and insightful staff.

5. Manage expectations. Not every project can be seen to fruition – in fact 95% of projects generated by your innovation policy won’t go anywhere. You don’t want disappointed, disillusioned employees, so manage their expectations.

About The Mama Bee:

The Mama Bee offers tips, news and commentary for mothers working in the corporate world. For more information visit:

http://themamabee.wordpress.com/2009/03/27/management-friday-googles-8020-innovation-model/

Here’s an excellent article by Jim Carroll concerning the opportunity for disruptive innovation provided by the current economy. This is related to our concept of The Innovation Imperative — the realization that those companies which will thrive in the future will be those who are the most innovative today. You can find the original post of Jim Carroll’s  article here: http://www.cognos.com/newsletter/decisions/st_090130_01.html .

Rethinking Innovation: Is now the time to forge ahead?

By Jim Carroll

Given the economic challenges that swirl around us and the rapidity with which the events of the fall of 2008 unfolded, a unique and challenging mindset seemed to quickly envelope many organizations: corporate idea factories were turned off, and innovation paralysis settled in.

The result is that we’re not just in an economic recession – we’re entering another idea recession, similar to what occurred with the last downturn starting in 2001.

Yet in allowing this to happen, many organizations are missing the fact that an economic downturn provides a great opportunity for innovation. After all, companies like Burger King, Microsoft, CNN and FedEx all started up during a recession.

Recession a perfect opportunity for “disruptive innovation”

In November 2008, right as events were at a fever pitch, Wharton Universities Innovation and Entrepreneurship group released a provocative article strongly suggesting that a recession provided the perfect timing for “disruptive innovation” – that is, stepping into an industry and rewriting the business model so as to achieve significant growth. Think of Steve Jobs and the iPod – which he first released during the recession of 2002.

So what do organizations need to do?

Move past the “shock” and “denial” phases

First, move to the “acceptance” stage earlier. I began to relate the fast-paced events of the last few months in the context of the “stages of economic grief,” an emotional reaction that seems closely related to the “stages of bereavement.

Events happened so fast that many organizations still find themselves in the “shock” and “denial” phase. They will be the innovation laggards, and will only be ready to innovate once the market and industry recovery is underway. However, that may be too late.

Then there are the innovation leaders who are prepared to innovate despite the uncertainty. They are prepared to keep their idea factory running – maybe not at full tilt – but running nevertheless.

These leaders know that despite the vast sections of the economy in stress, there are still plenty of opportunities for innovative thinking. They know there are still growth markets; and opportunities for marketplace, distribution channel, and operational innovation.

Innovation leaders are aware that ongoing change in consumer behavior also means that there continue to be new ways to brand, grab customer mindshare and forge unique and distinct relationships.

There are plenty of opportunities to turn ideas into innovation. It all depends on where you want to place yourself on the scale of the seven stages of economic grief.

Bold moves and integrated elements

The key decision is whether now is the time for innovation, and if so, how to move. It is critical that organizations begin to undertake a series of bold actions that re-orients them to face these future challenges. This series of actions should include several integrated elements:

• Undertake a regular number of experience-focused projects aimed at boosting the “experiential capital” of the organization.
• Identify specific areas of capability weakness, product line, skills or structure that should be addressed through specific.
• Articulate key opportunistic strategies through a variety of risk-oriented initiatives and align the organization to explore those strategies.

These actions should aim to develop needed capabilities and realign the corporate mindset away from the current risk-adverse culture towards re-orienting the organization for the future.

The greatest mistake that any organization can make right now is to avoid action. Inertia – real or implied – establishes a culture of inaction, and that can lead insurance organizations down another slippery slope.

Clearly, that’s why today, innovation isn’t an option, it’s critical – because it is the key method by which we can gain traction.

About the Author

Jim Carroll has proven himself as one of the world’s leading futurists, trends and innovation experts, with a client list that includes the Walt Disney Organization, Motorola, Nestle, the BBC and Caterpillar.

Jim is internationally recognized for his cutting-edge insight, having been named by BusinessWeek as one of four leading sources for insight into creativity and innovation. As an author, columnist, media commentator, and consultant, Jim is completely focused on creativity and innovation. His insights appear in his books Ready, Set, Done! How to Innovate When Faster is the New Fast and What I Learned From Frogs in Texas: Saving Your Skin with Forward Thinking Innovation.

Whether or not you believe BMW defines innovation, this is a very cool look at a very innovative artist.

BMW South Africa: Defining Innovation