"Pushing an innovation plan forward? Here comes the first major obstacle instead of a much-needed catalyst, for the rapid plummet to the bottom, roller coaster style in this 'pulp innovation' chapter change story."
This innovation series includes a set of chapter pulp fiction stories, complete with cliff hangers, setting up a series of cautionary tales of how to create innovation as a sustainable, repeatable business process.
This episode of Jeffrey Phillips's series involves the destablization of those leading change to an innovation culture. Enter the other staff manager with enough “bandwidth” to actively participate, which means those not senior enough to speed the work.
The annual planning cycle, that recurring monster better known ...as the idea killing process...with no ambiguity and no room for error.
After the usual pleasantries, Susan and I set out an ambitious plan to build an innovation team, encourage incremental and disruptive innovation throughout the organization and start building innovation communities...
...it seemed that everyone else had a different perspective or intent for our project.
“Great. Do you think we can have new products in the pipeline so we can get budgets in place during the annual planning cycle?”
The annual planning cycle, that recurring monster better known to innovation experts as the idea killing process. There’s no business process or decision making apparatus less welcoming to innovation than the annual planning process, a place where great ideas go to die.
...A rigid, microscopically managed process with no ambiguity and no room for error. ...While the revenue numbers may be a bit inflated and fanciful, the projects that get approved go under a ROI microscope, which inevitably means that many innovative ideas are rejected.
By the end of our first meeting I’d reached the bottom of the roller coaster. ...Even though we had open channels to Brockwell, I didn’t think it would matter. ...
Perhaps we should recruit Mr. Kasamis.” “Doug Kasamis, the chairman?” ...if he is willing, he could rally most of the organization to a significant change.”
Read the full post here.
Via Deb Nystrom, REVELN