Was wirklich erfolgreiche Innovationen ausmacht

Berater übertrumpfen sich gerne gegenseitig im Aufstellen von Weisheiten, Checklisten und Rezepten für erfolgreiches Innovationsmanagement.

Hier ein Beispiel von Alan Thys vom ~~amerikanischen~~ belgischen Futurelab Institut über die 8 Truths of real innovators:

(1) Innovation ist etwas anderes als Forschung & Entwicklung
(2) Bezahle die Leute fürs Scheitern
(3) Behandle jeden als ‘Innovator’
(4) Schlechte Ideen gehören sofort gekillt
(5) Setz zuerst um, kümmere dich erst später um Fehler
(6) Gib auf zu glauben, dass dir deine Kunden helfen
(7) Radikale Innovationen kaufen statt selber entwickeln
(8) Vermisch Dinge die nicht vermischt werden sollen

In vielen Ansätzen hat Thys (update: not a consultant but a guy with a glass of wine and an opinion) ja recht, trotzdem könnte man über jeden Teil endlos diskutieren.

Erfolgreiches Innovationsmanagement auf 8 Punkte zu reduzieren finde ich unsinnig. Solche Weisheiten sind meistens nett zu lesen, polarisieren und erzeugen Aufmerksamkeit, sind aber oft nichts anderes als des Theoretikers neuer Wein in alten Schläuchen und bleiben im ‘echten Leben’ heiße Luft.

Und falls jetzt jemand auf die Idee kommt, seine Kunden, Entscheidungsträger oder Vorgesetzte mit diesen Thesen zu konfrontieren - viel Glück oder viel Geduld.

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Alle Beiträge mit den Schlagworten (Tags):
innovation kritik Marketing

Comment von Alain Thys
4. Oktober 2006 um 06:05 |
Hi Hannes

Thanks for your post, (even though slightly critical ;-). I hope you forgive me responding in English. While I read & speak German, in writing I tend to get lost in finer art of your language.

Obviously you are right to say it is too limiting to think that one can reduce innovation thinking to eight one-liners. And whether the ones I picked are the right ones, I’m very happy to open up for debate as I think that with 70-80-90% of innovations still failing no one has found the “silver bullet” yet.

I’m however especially interested in your critique as I’m actually agreeing with you that innovation thinking needs “a little less (theoretical) conversation and a little more action”.

The problem, I’m finding, is that many of the innovation consultants and in-company project leaders I encounter have all sorts of great systems and theories, yet forget some of the key facts of life in getting an innovation strategy “executed” (like, for instance, rewarding people in line with the behaviour you expect from them).

As you rightly say, these are not new concepts at all (on the contrary) and many customers, decision makers and managers don’t like to hear about them because they challenge too many political and internal conventions. Still, I think that those who do listen – and they do exist – can really make a difference, if only in a little way.

Anyway, just my 2 cents on the topic.

Oh yes, just to avoid confusion, Futurelab is actually a Belgian company and while we do act as outsourced innovation group for a number of clients (i.e. “do” on their behalf), I’m actually not an innovation consultant (I’m just a guy with a glass of wine and an opinion on the topic ;-)

If you’re ever in Brussels, let me know. I’d love to continue this debate over a beer !
Trackback von blue. Blog by walkingtoyou.com
4. Oktober 2006 um 21:39 |
8 Echte Innovationen laut dem Futurelab…

Im ANDERS|denken blog habe ich die folgende Auflistung von 8 echten Weisheiten für Innovationen laut dem Futurelab Institut gefunden. Mal meine Meinung zu jeder der Thesen:
1 - Innovation ist etwas anderes als Forschung & Entwicklung
Auf jede…
Trackback von ANDERS|denken
5. Oktober 2006 um 01:23 |
Tipps um Kreativität zu verhindern…

Und wieder eine 10 Dinge Listen. Diesmal geht es um Missverständnisse bezüglich Kreativität.
(1) Ich bin nicht kreativ
Jeder ist kreativ! Aufgrund verschiedener Einflussfaktoren, unterdrücken wir unsere Kreativität aber häufig.
(2) Das ist eine …
Comment von Hannes Treichl
6. Oktober 2006 um 03:14 |
Alan, thank you for your comment and sorry for considering your company as an American one.

Hope you did not get me wrong. I fully agree with most of your contents (especially with what you write in chapters 4 and 5 of your comments!).

However (as you also mention above), if confronting people with these lines (or call it ‘the truth’), most of them will stop listening at a very early stage, because your words may frighten them… at least in my small part of the world.

Company owners, managers, etc. they complain that people make too many mistakes - I would never tell them: Reward them for making even more mistakes. Oh, yes, I do - but only in different words and more sensitive. (I launched quite some posts on trial and error here in this blog myself.)

One thing I do really disagree is that you are very quick in killing bad ideas. I have seen many ideas being killed at a very early stage, because managers did not show enough patience to let ideas grow. If any project did not show results after a short period of time, they stopped the project - although it would have had potential. Thanks to short term share holder value thinking, controllers often can not accept long term thinking. Maybe this is not exactly what you wanted to say, for me it was a reminder of these experiences.

Last but not least: The best thing is that you are NOT a consultant BUT a guy with a glass of wine and an opinion! And thanks for the invitation - it would be a pleasure to sit over a beer to continue the discussion. In case you are faster in coming to Austria, please make sure to let me know!

Thanks for the exchange - hope it will continue…