Throughout my career, I have transitioned from delivering innovation through developing new products, processes, and strategies to leading teams responsible for generating these innovations. This shift sparked a question that drives me: What is needed to help others innovate? Whether you’re an internal leader or an external consultant, understanding different approaches and profiles is crucial.
Innovation roles in a company are diverse, especially when innovation is embraced not just as a functional activity but as a mindset, permeating the entire organization. One of the most pivotal roles is the Innovation Leader. In her book Collective Genius: The Art and Practice of Leading Innovation(1), Linda Hill suggests that an innovation leader’s role and capabilities differ from those of traditional leaders. Instead of setting a vision for others to follow, an innovation leader creates an environment where people have the will and the ability to tackle challenging problems.
So, to create that environment and willingness to innovate, what should someone who helps others innovate know and be capable of doing? This query is particularly pertinent for external consultants offering such support. My approach stems from years of experiencing the rewards and challenges of innovation within organizations. I have outlined five approaches that foster innovation:
Five approaches that foster Innovation
Design Thinking Approach: Popularized by the Design Thinking method, this mindset, once exclusive to designers, is now widely used to inspire innovation. It’s effective when rooted in purpose and strategy and complemented by robust ideation and execution methodologies.
Anthropological Approach: Also stemming from Design Thinking, this perspective leverages consumer insights to foster innovation. It’s crucial for identifying opportunities and validating the value of innovative proposals.
Ideation Approach: This is perhaps the most common and fundamental level, focusing on creative problem-solving skills. It encompasses a range of methodologies, from structured ones like TRIZ and SCAMPER to less structured activities like games and brainstorming.
Prototyping Approach: Rooted in Agile methodologies, this approach involves rapid experimentation, embracing the developer mindset of “fail fast, fail “heap,” and creating minimal viable products to test and learn from ideas and concepts.
Technology Platforms Approach: Focused on using idea management software, this approach facilitates idea management but does not replace the essential knowledge, skills, and habits needed for innovation.
These approaches used to help others innovate often rely on the “how to”— the processes and methodologies—but less on the outcomes and people’s habits. How do we motivate each person to adopt innovative habits? Given the diversity in approaches and experiences, how do you choose the right one for your organization? Much like selecting a product off a supermarket shelf, the responsibility lies with the user to determine what suits them best. It’s vital to clarify your innovation goals—what do you want to achieve as an individual and organization?—and make well-informed decisions on which internal or external forces can help foster the context, willingness, and capacity to innovate.
Or perhaps apply the Lean Startup mindset to choosing innovation partners: experiment, test, fail, learn, and start again, never losing the drive to innovate.
(1) Collective Genius: The Art and Practice of Leading Innovation. Linda A. Hill, Harvard Business School, 2014.
