Stop Wasting Time On Ineffective Innovation Management Practices
Which Innovation Management Practices Are Actually Ineffective?
R&D and innovation management executives are always looking to implement best practices that improve their opportunity for success. However, many practices and ‘common-sense’ innovation management decisions don’t have any correlation with innovation success or failure.1
Innovation leaders often waste time and focus on addressing risk factors that don’t have any impact innovation success or failure:
- Avoiding innovations being perceived as radical
- Assuring executives are making the final decision to proceed with an innovation
- Setting time limits
- Systematic and periodically R & D program reviews
- Incentive schemes to encourage innovation
- Reducing time from prototype or pilot plant to first commercial sale
- Assuring the business innovator has an advanced degree
- Does the firm pursue patents and IP protection
If you’re managing some of those innovation metrics you’re taking focus away from measure that do have an impact:
- Empowering sales as a major factor of success
- Fully understanding the user experience
- Avoiding after sales problems, bugs and defects
- Focusing on consumer education, PR and
- Assuring the innovation is least disruptive to users existing behaviors and ways of working
- Does the business innovator bring diverse experiences
- Is the innovating team fully staffed
- Is the innovating team ‘coupled’ with the outside scientific community
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