Ideas are always a creative response to a problem without a present-day solution. People dream them up as the wonder what they might do to solve their problems, and they draw on inspirations from their environments around them to do so. What people forget is that neither their problems, nor the inspirations from which they draw solutions, are exclusively theirs. Everyone else is likely to face almost the same challenges. And they'll certainly come up with similar solutions.
This, more than any other reason, is why you often see the same idea surfacing in two or more places at once, even when the creative people proposing the solution don't know each other at all.
We can probably conclude, from this, that it isn't ideas which result in successful innovation.
One suggestion is that what's needed is a programatic processes which allows creative people to build a track record of big product hits. The argument arises from fact that it isn't ideas which are important to the innovation process, but execution which follows. Clearly, there are limited resources available in any organisation, so a laser sharp focus on what counts is a good idea.
This, and variations on it, is the strategy iconic companies such as Apple have followed with great success. Apple has had a string of major product hits. First, it created the iPod, which redefined the way music is sold. Then it sold iPhone, which makes the name of the game in telephony about Apps, rather than features. And finally, it released iPad, which it expects to change the way customers acquire and enjoy the products of the liberal arts.
The fact is, none of these products came from very unique ideas, and it is certainly hard to say they are innovative. But they are designed beautifully, and each has built its success on the last.
In the end, this is the real signal that a company has a major, and successful innovation program working for it.
This, more than any other reason, is why you often see the same idea surfacing in two or more places at once, even when the creative people proposing the solution don't know each other at all.
We can probably conclude, from this, that it isn't ideas which result in successful innovation.
One suggestion is that what's needed is a programatic processes which allows creative people to build a track record of big product hits. The argument arises from fact that it isn't ideas which are important to the innovation process, but execution which follows. Clearly, there are limited resources available in any organisation, so a laser sharp focus on what counts is a good idea.
This, and variations on it, is the strategy iconic companies such as Apple have followed with great success. Apple has had a string of major product hits. First, it created the iPod, which redefined the way music is sold. Then it sold iPhone, which makes the name of the game in telephony about Apps, rather than features. And finally, it released iPad, which it expects to change the way customers acquire and enjoy the products of the liberal arts.
The fact is, none of these products came from very unique ideas, and it is certainly hard to say they are innovative. But they are designed beautifully, and each has built its success on the last.
In the end, this is the real signal that a company has a major, and successful innovation program working for it.
About the Author:
Would you like to create a track record of hit products? The best way to do it is start an innovation program with laser-sharp focus on what works. James Gardner's free online innovation book will tell you how.
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