From being considered a downright accusation, to connoting invention, the term ‘innovation’ gained currency in its contemporary form, thanks to Joseph Schumpeter, in the 1940s.
For the corporate world, it has since meant a luxury, a tool for growth, a tool for differentiation, and more recently, the only way to lead and stay relevant in the market. In this context, the animal called innovation architecture requires four legs. In my work, I often deal with one or more of them and the questions they pose.
- The Agenda
The Innovation Agenda of a firm is closely connected to its brand position. What does the firm stand for? Why has the firm chosen this path? How is it different from any other firm out there?
- The Strategic Vision
The strategic vision includes the sketch of what innovation should achieve for the firm. What are the main goals of the business – for the long, medium and short term? What type(s) of innovation will the firm focus on – product, process, business model, delivery? Where could innovation draw inspiration from – technology, customers, partners, internal synergies? How will innovation be measured and monitored – metrics that take into account new products, new markets, productivity gains, financial gains, and intellectual property?
- The Process
The innovation process is the engine that keeps the focus on outcomes detailed in the vision. What is the method for ideation and funnelling of ideas? What are the rules for team-formation, collaboration, resource authorisation and crisis management? What is the planning and measuring mechanism for prototyping and in-market launches? What is the mechanism for risk management? What is the mechanism for ensuring sustainability of the new introduction?
- The Enablers
These are the behind-the-scenes workers, often termed the ‘input factors’ for innovation. What are the knowledge management systems and learning tools for the enabling innovation? What is the common language used for innovation within the organisation?What are the elements of organisational culture that are conducive to innovation; how are these being inculcated and multiplied? What are the organisation structures and governance mechanisms that allow innovation to germinate, proliferate, and become self-sustaining? What are the reward mechanisms for those who contribute to the innovation economy of the organisation?
For most companies, building this architecture is a serendipitous journey. And with each successful journey is born a successful model of innovation.
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