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Opening the event, Gallup Chairman and CEO Jim Clifton gave an overview of the history of macroeconomics, making it clear that business leaders are playing in a much different game than they did in the past. Economic centers once formed where resources like cattle or steel were plentiful. Now, these centers emerge where innovation is happening, he said.
Everyone can probably imagine what innovation is. We've seen it in Web sites like MySpace and YouTube and in each iteration of the iPod, and we'll see it again the day a noncombustion engine relieves many nations of their dependence on oil. But, often the term innovation gets confused with creativity , according to Barry Conchie, principal leadership consultant at Gallup and a speaker at the event.
The difference is that innovation actually brings ideas to life. In the past, most businesses have focused on continuous improvement of their products and services to maintain a competitive edge. But in today's economy, that's not always enough, Clifton said. As the agriculturalists of the past had to literally break new ground to expand their trade, today's businesses must come up with new ideas, rather than settle for marginally better ideas. In Clifton's words, " Better doesn't work anymore.
Different does. If innovation is today's hot commodity, how can business leaders harvest it? They must create conditions in which innovation can thrive in their companies. Below are the four drivers of innovation, as identified by executives and thinkers who spoke at the event. According to Clifton, four types of people drive innovation: inventors, entrepreneurs, extreme individual achievers in their fields such as the arts, entertainment, or sports , and super mentors.
Losing its Competitive Edge? Marla Mayne, senior vice president of retail lending at U. Bank, knows the importance of hiring the right talent -- people who, based on the way they naturally think, feel, and behave, are likely to be top performers in their field.
Her company was looking for sales talent, but even some of the most experienced salespeople weren't superb performers. But just because your stock did well before doesn't mean it will in the future," she said. That's when Mayne realized she needed to focus on hiring only what she calls "A's" -- the very top talent in sales. Using selection practices that identify candidates who are most like the best in their roles based on their natural talents, Mayne was able to identify and hire top talent.
Mayne found out that experience doesn't matter nearly as much as talent. Now, she and her management team focus primarily on talent when selecting salespeople. Once you've hired these employees, how do you make the most of their talents and foster innovation? Based on Gallup research, Conchie said, employee engagement is highly related to the ability to innovate. See graphic "The Three Types of Employees. If an object is detected in the path of your vehicle, and the speed of your vehicle indicates that it would hit that object, a vehicle with this technology will stop automatically.
These brakes are especially helpful today when drivers are distracted more than ever. Some tech makes driving better in some ways, and not others.
Fumbling around with your phone to use a GPS app can cause you to get into an accident. Some voice controls allow you to do other things too, like switch the radio station or answer the phone. The less you play with your console or phone, the less likely you are to get in an accident. It comes with some other handy features that include:.
In process terms, we could call this the classical process improvement scenario. An identified concern with the status quo is described in so-called as-is models, it is located in the Enterprise Architecture and a set of well-defined analyses techniques e. Various facilitation techniques, common practices as materialised in reference models e. Problem-driven innovation can be characterized as reactive and reliant on the problem to manifest and to be perceived.
If the problems to be addressed outweigh the organisational capacity to respond, the focus will be on fire fighting leaving little room for considering proactive innovation.
Problem-driven innovation tends to be transactional process innovation as new products, services or even business models are typically not derived from an attempt to fix an issue.
Problem-driven, core innovation is well-understood within the BPM and EA community and at least in the phases of problem definition and analysis, not so much in the generation of an appropriate response, well supported by a wide range of well-documented methods, tools and techniques.
Problem or issue registers are used to characterize e. Successful problem-driven innovation ultimately overcomes the problem and its impact can be measured by the extent to which this problem caused issues. However, in most cases it can be expected that involved stakeholders will be rather relieved than excited about the impact this innovation will have on their organisation.
These constraints can me macro-economic developments e. Unlike problems, constraints cannot be eliminated, but an organization has to adopt to these constraints.
Though constraints mean restrictions they can be an inspirational source for innovation as they put pressure on an organization. Organizations with constraints have the potential to be more innovative than those without if they convert the need to adopt into a constructive and successful innovation process. As a response the concept of reverse innovation aka trickle-up innovation has emerged Govindarajan, Trimble In these cases organizations are going overseas in a search for constraints that they cannot find at home.
Once the innovation took place overseas, they bring this innovation back into their home country. Constraint-driven innovation demands a context-aware organization that understands its environmental setting and internal operations Rosemann et al.
Context-aware organizations do not only understand what context matters, but also how it matters to their organizational systems, Enterprise Architecture and business processes. In other words, they are able to relate elements in the context such as stability of the financial system, geographical dispersion of markets, weather patterns etc.
Opportunity-Driven Innovation Innovation driven by an opportunity describes cases in which innovations are borne not out of necessity but out of the realization of a possibility.
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