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Embedding the innovation culture: The importance of teamwork

Quality circles were instituted as regularly held meetings between staff groups in companies where products, processes and all aspects of the business were critiqued and reviewed. How this changed the Japanese manufacturing and business culture is the subject of many case studies.   Can my business do this? In general, unless there is some particular […]
Roger La Salle
Embedding the innovation culture: The importance of teamwork

Quality circles were instituted as regularly held meetings between staff groups in companies where products, processes and all aspects of the business were critiqued and reviewed.

How this changed the Japanese manufacturing and business culture is the subject of many case studies.

 

Can my business do this?

In general, unless there is some particular disharmony within an organisation, most people wish to make a contribution and wish to be seen as a useful and valuable part of the team. This mindset needs to be harnessed for the good of the organisation.

To achieve this it is first necessary to train people in innovation and opportunity capture methods. Once people are equipped with the tools, the next step is to form innovation circles.

These circles should be cross-functional teams that need only comprise four or five people who meet periodically, perhaps during lunchtime once every two or three weeks, where the lunch is provided courtesy of the business.

At these sessions the teams, with the guidance of a team leader, should use the innovation tools provided to explore opportunities for the business.

Experience in establishing these teams has found people are eager to become involved and to make a contribution that will be acknowledged and perhaps rewarded.

After several months of innovating in team meetings there should be a presentation by each team to senior management charting the progress of their work. Perhaps annually there should be a competition for the best innovations with rewards provided to the winning teams.

Rewards need to be little more than recognition and perhaps dinner for the winning team and their partners, sponsored by the company.

What is the message?

Without innovation to drive change, most businesses will ultimately find themselves under threat, whether from competitors with better products, or those with better service approaches or new and better ways of doing business.

  1. The message must come from the top
    Without top-down commitment, nothing will happen. Why should an employee go the extra mile if the boss is not really interested?
  2. Senior management must be on board
    Senior management must be interested and committed, and moreover know and understand the processes. How can lower level people be engaged in the journey if senior management has no real understanding of what they are doing?
  3. Staff at many levels need to be trained
    Staff need to understand and know how to implement some simple thinking techniques that encompass: innovation; opportunity capture; and simple and fast ‘pass-failure’ evaluation.
  4. Innovation circles need to be formed from cross-functional groups
    The time commitment of these people is minimal, but the potential output is quite remarkable.
  5. The value of rewards
    Rewards, mainly recognition, and perhaps a weekend away with partners need to be given to successful innovation circles. Eligibility is judged by six- or 12-monthly competitions. Organisations must capture, listen to and act upon the ideas emanating from their staff and clients during everyday operations.

And finally…

Before any attempt is made to commence the journey to inculcate an innovation/opportunity culture, there are four essential questions that need to be addressed:

  • What are you trying to achieve?
  • Where are you now?
  • How will you measure progress?
  • What outcome defines success?

Each of these questions should be answered in a single sentence statement.