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Creativity And Innovation Management- Why Products Fail.
By Kal Bishop, Wed Dec 7th
There is no sure fire route to commercial success but theprobability of success can be increased. This is important forat least two reasons: a)Resource Management. The Economist (2003) states that 3000bright ideas result in 100 worthwhile projects, which arewinnowed down to four development programmes. And four suchdevelopment programmes are required to stand any chance ofgetting one winner. b)Time Management. Whilst it is often the case that sufficienttime is not taken to develop a product fully, there is alwaystime to go back and fix mistakes. The cost of productre-engineering varies from the low to high billions.
There are a number of techniques that allow better problemidentification and idea generation (creativity) and better ideaselection, development and commercialisation (innovation). Innovation strategies include: a)Valuing ideas according to their type. Random ideas and thoseresulting from solution spotting have the highest success rates. b)Measuring
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strategic, technical and competency fits with theorganisation. c)Measurement of ideas according to their impediments. A newtype of cell phone will be infinitely easier to produce than atime machine. The Internet has a far lower take up in Africathan in Europe because of infrastructure deficiencies. d)Carefully selecting what criteria is used to allow or disallowan idea at various stages of the development pipeline. Notallowing an idea (or releasing it too early) may not give thatidea a chance to blossom. However, keeping it in the pipelinetakes away valuable resources that may allow another idea tobloom. e)Adequate consumer benefit analysis. Many ideas are simplydeveloped before focused, practical and appropriate end-userneeds are thought through. These and other topics are covered in depth in the MBAdissertation on Managing Creativity & Innovation, which can bepurchased (along with a Creativity and Innovation DIY Audit,Good Idea Generator Software and Power Point Presentation) fromhttp://www.managing-creativity.com Kal Bishop, MBA ********************************** You are free to reproduce this article as long as no changes aremade and the author's name and site URL are retained. About the author:Kal Bishop is a management consultant based in London, UK. Hehas consulted in the visual media and software industries andfor clients such as Toshiba and Transport for London. He has ledImprov, creativity and innovation workshops, exhibited artworkin San Francisco, Los Angeles and London and written a number ofscreenplays. He is a passionate traveller. He can be reached onhttp://www.managing-creativity.com. |