Applying Necessary Expertise

It is important to ensure that all necessary skill sets are involved in the process along the way.

Taking ideas through form conception to successful implementation involves bringing together multiple knowledge sets through a series of phases staged over time. It is important to ensure that all necessary skill sets are involved in the process along the way.

One way of doing this is to run it as a simple sequential process, with responsibility for the project moving to different functional groups in the organization as it progresses. For example, in developing a physical product, the sequence might be:

• Marketing team initiates a new product concept.
• R&D team studies feasibility and demand.
• Small-scale production team develops and tests a prototype
• Production department begins full-scale manufacture.
• Sales and marketing begin to promote the product that is ready for launch.

ACTION POINT: This model works a little like a relay race, with one group passing the baton on to the next, and may be suitable for projects where time is not a factor, and the success of the project is uncertain in the initial stages.

Communication and Productivity

We intend to grow by continuously improving productivity.

We encourage open communications and respond to criticisms and questions in a sensitive and intelligent way. We want our actions a decisions to be guided by sound reasoning and facts, not shaded opinions or distorted facts used to justify or rationalize poor judgement or failure.

We intend to grow by continuously improving productivity. We will constantly measure our productivity and include improvement programs in six primary areas:

• Employee Recruitment
• Training Programs
• Organizational Structure
• Policies and Procedures
• The Working Environment
• Departmental Tools (Resources)

We believe consistent profitable growth is always obtainable. It comes after mixing hard work, intelligence and team effort.

ACTION POINT: Work hard, smart and as a team.

Making it Relevant

The demands of the market altered.

The Ford Edsel was one of Ford's best-researched product concepts ever. Market analysis had led Fort to believe that a new luxury car priced in between its two nearest rivals would be an instant hit.

The car was developed at great expense hyped with aggressive marketing, and released with much fanfare in 1957, but the final product failed. The Edsel was conceived during the economic growth of the early 1950's. By the time of its release in 1957, the US was on the brink of a recession, and consumers were turning to smaller cheaper cars. The demands of the market altered.

ACTION POINT: The Edsel remains a classic example of the dangers of not reviewing an innovation process.

Choosing the Right Method

You need to think about different project types

Innovations come in all shapes and sizes. You need to think about different project types -- is it a simple incremental development or a radical breakthrough? Does it need people from different areas to cooperate and share knowledge or can it be done by a small group from the same department? Is it a joint venture with other organizations? Is it something completely different from anything you have done before and needs different ways of working?

You can think about a number of options on a spectrum of project structures to help deal with each of these:

• In-line structures: carried out within the established group or by an individual as part of their work.
• Matrix Structures: where people work some time on the project and the rest on their mainstream job.
• Dedicated project team: people work full tie on the project and have dedicated resources.
• Breakthrough or "skunk works" team: the team operates independently of the main organization.

ACTION POINT: Consider all of the options for carrying out innovations.

Managing the Process

You need a project management system that regularly reviews the status of projects

All of this means that you need to have good project-management practices as your innovation develops, and also the flexibility to review and change your projects -- to cancel those that are going nowhere, to modify others to meet changes in circumstances, and to continue to support only those that look like they are really going to produce real benefits.

You need a project management system that regularly reviews the status of projects, identifies the risks associated with progressing them further, and only allocates additional resources to those projects that still meet strategic criteria and have a high probability of success.

ACTION POINT: Allow sufficient flexibility in the system for small fast-track projects to take place.