Innovation Management

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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/innovation-management-970 This Framework and Checklist applies a general Complex Adaptive Systems model to innovation, leading to a clear set of actions managers can take to advance the process.

Business

Framework and Checklist for Innovation Managers1
Innovation doesn’t have to be a mystery. It can be organized and managed by
people who are not, themselves, innovators. But management’s usual command
and control tools are not sufficient for this task. Innovation emerges from a
system whose behavior is non-linear. For this reason, management tools must
be flexible and adaptive. This Framework and Checklist applies a general
Complex Adaptive Systems model2
to innovation, leading to a clear set of actions
managers can take to advance the process.

PRACTICAL CHECKLIST FOR INNOVATION
Tasks for Management Check
off
1. Set up phase
• choose entities to be involved
• identify and select idea-generating strategies
• define physical and conceptual spaces where work should be done
• define where, when, and how interactions should take place
• develop selection criteria and decision rules for ideas to be carried
forward
2. Operational phase
• turn the system loose and let the creators, inventors and innovators
do their work
• participate in the categorization of ideas and innovations
• define the population of ideas for interaction and selection
• schedule and, possibly, facilitate interactions
• participate in selection of ideas and innovations to be carried
forward
• collect emerging knowledge and make it available to those
addressing the challenge and to others
3. Post-operational phase
• conduct reviews to identify lessons learned from successes and
failures
• share lessons learned.
Because innovation is an adaptive process there is a certain “art” to its
management. Paraphrasing Stacey3
Interactions should be rich but not too rich,
the variety of ideas should promote innovation but not cause anarchy, and
information should flow at a pace that matches the evolution of the process.
This requires a manager to be close to the process as it evolves, using his or her
best judgment to steer the process in a positive direction.
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/innmovation-management-970

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