This is a time of great need. It's a time of great innovation. But what is innovation?
Dictionary.com defines it as something new or different. The act of introducing new things, devices, or methods. Novelty.
|Influential scholar Everett Rogers, author of the classic Diffusion of Innovations book, defines innovation as "An idea, practice, or object that is perceived as new by an individual or other unit of adoption."|
Why is Innovation Important?
A particular innovation alone is not enough. It needs to solve a problem or provide value. When implemented successfully, the new or novel idea delivers efficiencies, quality of life, productivity, growth, income, and/or other rewards to society and the economy. Organizations, whether they be governments, non-profit organizations, or for-profit corporations, thrive based on innovation.
The best innovation in the world is worthless if it sits on the buyer's shelf unused or, worse yet, if it sits in your garage unsold collecting dust. To make an impact and produce results, your innovations must be successfully introduced and implemented in the workplace, marketplace, and world. How do you do this?
Using the principles from my research and books, here are Practical Pointers for Innovation using my last Chief Information Officer (CIO) position as a case study.
1. DISCERN INNOVATION AS A CORE VALUE
Jim Collins, author of the best selling book Good to Great, believes that "Core values are not something people buy into. People must be predisposed to holding them." In his Mars exercise Collins explains, "One way to identify your organization's authentic core values is to form what I call the Mars group. Imagine you've been asked to recreate the very best attributes of your organization on another planet, but you only have seats on the rocketship for five to seven people. Who would you send?" Answer: a powerful, credible group that does a super job of articulating the core values precisely because they are exemplars of those values.
When I was appointed State of Colorado CIO, I led the executive team through the Mars exercise in order to discern the core values of the Governor's Office of Information Technology. In addition to five previously articulated values OIT had been living (Service, Integrity, Team Work, Respect, and Courage), we discovered that Innovation was another key, shared value. It was always there. It just needed to be articulated and honored.
We defined this value as, "Innovation: We foster new ideas. We challenge the status quo and continuously ask, How can we do this better? Then we take action and make a difference through novel processes and technology."
The intersection of values and gifts (or talents) describes what you are passionate about. Passion, intense enthusiasm, zeal, fervor, and interest determine how effectively you pursue purpose.
2. ESTABLISH A MISSION AND VISION BASED ON INNOVATION
At OIT we next ran a strategic planning process. We conducted a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. We did a thorough assessment of what was and was not working. Once the values were clarified, we drafted our Mission ("Together we enhance the lives of all Coloradans") and Vision ("Be the best public service technology organization innovating today for tomorrow").
Stay tuned. We'll continue with additional Practical Pointers for nurturing innovation next time. Using the Pursuit of Passionate Purpose framework, we'll show how to align passion with a meaningful purpose and then pursue it persistently. Innovation as a pursuit of passionate purpose delivers great rewards.
With a clear approach, innovation can be nurtured and implemented. Innovation will positively impact public and private sector organizations and help build a stronger state, nation, and world. Strategy based on innovation delivers extraordinary results. Establish an innovation culture with the right core values, vision, and mission.
In the meantime, I'm seeking the right organization to make an even bigger innovative and meaningful impact through the right C-level position and/or board seats in the private or public sector.