" Even if you are on the right track, you will get run over if you just sit there." - Will Rogers

I have been reviewing the newly released Innovation 2007 Report from Boston Consulting Group (get your copy HERE) and a couple of things jumped out at me right away. 

First, there continues to be this lament about speed-to-market and why it takes so long to turn ideas into reality.  Well, as we have previously discussed, innovation takes time...and it especially takes time if you want to do it right.  Creative processes and innovation are not like buying a new piece of machinery.  The benefit stream takes longer to kick in.  Money dumped into an innovation system or R&D department last year should not be expected to produce equal or greater returns this year.  While it still amazes me that corporate leaders do not understand this and plan for it, I guess the nature of leadership to drive immediate results is hard to overcome.

The second thing that jumped out at me, and the thought-trigger for this week's blog entry, is the continuing complaint about "stumbling blocks to innovation" like: risk-averse corporate culture and lack of internal coordination.  These are some of the easiest things to address, if you understand how to drive change within an organization, and that's decision-making.  What disappoints me most about many organizations today is the lack of decision-making, especially among senior leadership.

For whatever reason, the leadership structure in many organizations avoids courageous decision-making.  Instead, they seek to build consensus, avoid conflict, and take the safe route.  They spend millions of dollars on change management consultants.  They read books like Our Iceberg is Melting by John Kotter and Holger Rathgeber.  They announce innovation initiatives and then wring their hands when the culture doesn't change.

Call me "old school" but, there was a time when leadership, especially senior leadership, set a vision for the organization and then made the courageous decisions necessary to bring the vision to reality.  They pushed for results, they held people accountable, they made decisions and expected others to follow.  Innovation programs and systems are no different.

If you want to change your organizational culture to be more supportive of an innovation mindset, make the decision to so, do it firmly, support the behaviors that increase innovation and punish the behaviors that do not.  Tie performance and bonus structures to innovation.  Drive down the expected behaviors all the way through the organization chart...like a spike.  Be courageous.  Be confident.  Be willing to shift direction if one decision doesn't get the results you are looking to achieve. 

Now, I am not saying that all consensus-building is bad.  You can get always "get more bees with honey than vinegar" but, if you feel strongly about your desire to drive innovation, change the culture, and/or make sure the company is aligned and coordinated around the goals, you will likely not be able get everyone on board and obtain a true consensus.  You may need to assess the situational options, decide on a particular course of action, and then ensure that course of action is delivered.

It might be the Project Manager in me, but I feel strongly that more leaders need to be willing to drive to results and hold people accountable.  Sometimes you can push, while other times you'll need to pull.  Make some decisions today!

Have A Great Week!!!

Don't forget about the Think For A Change, LLC. 2008 Innovation Field Trip to DisneyWorld.  Click HERE for more details!!!