Established organizations in both the public and private sectors struggle with bringing new, innovative ideas to life. Recognition of this has resulted in the creation countless "innovation programs". Unfortunately, those programs have a very mixed track record with many, perhaps most, failing to deliver meaningful results. The reasons for their lackluster performance are many. Many of these programs tend to focus solely on new idea generation. While generating new, innovative ideas is great, it does not address the key reasons innovation initiatives typically fail in established organizations. Thus, even organizations that generate great ideas are not guaranteed a successful innovation program.
In Lean Entrepreneurship we discussed the key reasons established organizations struggle with innovation, as well as an approach that addresses those head-on. Since publishing "Lean Entrepreneurship" I have discovered additional reasons and nuances in the problems and key items that need to be addressed. In addition, there are some important differences that apply to the delivery of certain types of physical products. I have also discovered some important approaches, nuances, and considerations that apply to the public sector; and new kinds of exits which must be handled differently.
However, even understanding those critical items might not be enough. Many innovation programs fail because they do not get the momentum they need early on, they start in the wrong place, or they focus on the wrong problems. There are a lot of moving parts in this type of program. Thus, starting in the wrong place, beginning with the wrong assumptions, or launching the wrong kind of program can doom an initiative before the first idea enters. This book will take the reader through a step-by-step approach to select, structure, and create the right type of program in order to nurture new and innovative ideas and ensure they have the best possible chance to succeed. It will include updated insights on considerations for the structure of the program, new types of entry and exits, and how to select and deliver a structure appropriate for each.
What You Will Learn:
How innovative ideas differ, why that's important, and why different approaches are required for each
What to consider when creating an innovation or incubation program, framework, or approach
How to select and structure a program or approach to bring new, valuable ideas to life whether they are new products, new programs, or internal projects
How to create the conditions for repeatable innovation, acceleration, or incubation
Common impediments to innovation in established public and private sector organizations
What to do before creating the program
How to build the program step-by-step and measure the program's effectiveness
How to learn and continuously improve the program, framework, or approach
Who This Book Is for:
People trying to address the impediments to incubating new ideas in established private/public sector organizations so they can give new ideas the best possible chance to succeed (e.g., Executives and senior executives looking for ways to deliver new ideas; People responsible for the creation and operation of incubation, innovation, or accelerator programs; Executives and leadership teams of businesses that are stagnating or shrinking; Technical leaders who are struggling when trying to deliver innovative products and programs; Consultants who help organizations with innovation challenges; Intrapreneurs; Innovative people working in mid-to-large sized organizations frustrated with roadblocks; Program developers, program managers, scrum masters, or product owners; and more).
