Some more inputs to consider

KarinLackner

The following categories emphasize the three most important resources a company can benefit from regarding the creation of new ideas.

 

EMPLOYEES AS A SOURCE:

 

  • Employees are a valuable source of suggestions for any business as they are the people who are frequently well placed to judge whether a new idea or project can become established in the market.
     
  • An “idea generation system” is to be introduced. A very simple form such as an “idea box” is recommended in the first instance. Employees should be informed that this is a test run only and that their active participation will be greatly welcomed. Everyone who is invited to contribute should be kept informed about what happens to their idea once they are submitted. It is important for the Executive Management not to raise unrealistic expectations.
     
  • Furthermore, an innovation management event should be held each quarter to keep staff up to date and to create a broader base for the generation of ideas.

     

  • Strategic decisions must remain with the Board/Owners. The role of Innovation Officer can be created to ensure that an actively managed innovation management process is established within the company. It is recommended that the management and the Innovation Officer hold a meeting every week.
     
  • On the introduction of the innovation management process, it is important to establish very clear internal communication, so that every employee knows how much of the process they are to share with external parties.

 

 

CUSTOMERS/SUPPLIERS AS A SOURCE:

 

  • The sourcing of suggestions and ideas from customers or suppliers: This activity is important as it enables an SME to complement the views inside their organization with external opinions. It is particularly beneficial to businesses that don’t have the resources to rely solely on their own staff for generating ideas.
     
  • The contact SMEs have with their customers and suppliers is often limited to its sales staff. In the future, an effort will be made to work directly with all departments to ensure that the development of new ideas is discussed.
     
  • More emphasis will be placed on customer satisfaction surveys. New ideas can emerge from an analysis of constructive criticism and trend developments that have been identified within the results of these surveys. A subdivision is useful in this context: the analysis of existing and new customers should be separated in order to match these two groups clearly in any subsequent evaluations.

 

 

PARTNERS AS A SOURCE:

 

  • Partnerships with external parties should be strengthened. There a number of different approaches that could be taken. For example, a good idea emerges within the own company but the organization does not have sufficient resources to implement it. As a consequence, suitable partners are brought in to refine and/or implement new ideas.
     
  • Another example might involve customers or suppliers - who express an interest in participating in the development of an idea – being invited to contribute in the product development process.

 

The Innovation Officer(s) will be responsible for the regular collection and management of all ideas that are submitted by staff. Ideally, these suggestions should be stored in a kind of ‘idea box’. In the next step, this person will also be responsible for the collation and presentation of these ideas and suggestions to the Company Board so that Directors can be supported in reaching decisions.