We help you to introduce any missing ingredient for innovation or venturing, set up adequate processes and create the appropriate atmosphere in your company. Permanently.
Innovation, in particular venturing or radical innovation, is characterized by risk-taking. Not only at the level of shareholders, investors or board directors but also at the level of all involved employees, from the one bringing up the risky idea, up to the investment deciding manager.
Therefore it requires some ingredients, which are not present in the mostly risk-avoiding, on-going core business activities :
directions in which to look for innovations/ventures, i.e. an Innovation Strategy
visible innovation/venturing processes for each phase (from idea to scale-up)
an exploratory mindset, visible in behavior (not only in words) and felt by all
The first one is very supportive, but the least mandatory of the three. The last one is the most mandatory to achieve self sustaining innovation dynamics in the company.
The core business works on the basis of a result-oriented mindset. Goals and targets are used in leading the company forward. Actions to bridge the gap between current results and the targets are the norm. This is known by every manager and employee. It is the core business mindset.
However in exploration, so characteristic for start-ups and entrepreneurs, the result of a seemingly interesting idea can only known after having explored that idea thoroughly. The result cannot be known in advance. Failing is therefore unavoidable in some cases.
So, some employees, knowing only the result-oriented mindset, will hesitate to give risky ideas, fearing the day their idea will turn out to be a failure. Some of them throw their ideas "over the wall" to management and are very reluctant to develop their idea themselves. Some R&D people do not want to kill the bad idea they are working on, and prolong needlessly the research or development phase.
The key is to make the employees and managers experience that in exploration, recognition comes from well spent effort, independently of the outcome. So failing is also appreciated, as long as it is fast and cheap and for equally justifiable reasons as success.
We personally embody and exhale the exploratory mindset, taking management with us. That makes it very tangible for the employees. It’s not some theory or a couple of lessons. We work on-the-job.
Through our consistent behavior and unconventional processes the employees experience that failing is appreciated as is success. Managers can learn also something, we would like to believe.
That's why we discover with our processes so many not yet reported new valuable ideas, although they were already there in the head of employees. And bring so many new businesses to life in corporates, SME's or start-ups.
We would love to detail our approach and exchange our experience during a face-to-face meeting.