Innovation is No Accident

Innovation is No AccidentPeople love the idea of ‘accidental innovation’. The term ‘accidental innovation’ is often used to describe the invention of things like penicillin, microwave ovens, Nutrasweet and vulcanized rubber. The stories behind these accidental innovations are intoxicating because they make it seem like innovation can come from anywhere – in an instant. But often people don’t tell the whole story behind these accidental innovations. As a result, people get the impression that innovation is easy, they confuse ideas with innovation, and as a result, a project-based approach to innovation is reinforced.

When it comes to innovation, good ideas are a dime a dozen. If you ask people for ideas or run a brainstorming session, you will get ideas, lots of ideas, but that doesn’t mean you’ll create any new innovation in your organization. Creating innovation is not about just getting a bunch of ideas, picking one, and then creating a project and throwing human and financial resources behind it. Sure it seems quick and easy, and maybe a fire drill approach to innovation might work once in a while (maybe when your growth crisis is particularly severe), but this approach is not sustainable.

Let’s look at the ‘accidental innovation’ of vulcanized rubber starting with a quote from the history of Charles Goodyear from Goodyear’s website:

This discovery is often cited as one of history’s most celebrated “accidents.” Goodyear stoutly denied that. Like Newton’s falling apple, he maintained, the hot stove incident held meaning only for the man “whose mind was prepared to draw an inference.” That meant, he added simply, the one who had “applied himself most perseveringly to the subject.”

People often trumpet the success of Goodyear’s accidental innovation and ignore the back-story. The complete Charles Goodyear story includes success, but also a great deal of failure. First, he failed to sell a new valve for rubber life preservers in 1834, and then failed for five years to discover a solution to the shortcomings of rubber that caused many companies to go bankrupt during the ‘rubber fever’ of the 1830’s. Ultimately, Charles Goodyear did succeed in finding the solution to rubber’s failure in temperature extremes, but he did a poor job of commercializing the invention and died $200,000 in debt. Along the way, Charles Goodyear also had to bury six of his twelve children and was thrown into debtors prison in two countries. And amazingly, the Goodyear corporation we all know today actually has nothing to do with Charles Goodyear. Still think that a project-based innovation approach is the way to go?

Instead of serving as a triumph of accidental innovation, the Charles Goodyear story should serve as a cautionary tale for those considering the project-based pursuit of innovation. Now be honest, how many of you work for companies that would be willing to bet everything on a single disruptive innovation project and support it through five years of disappointing results?

We love to think of innovators as instantaneous heroes who create their innovations in a flash of brilliance, but the reality is that inventing is hard work, and commercializing those inventions into widely-adopted innovations is even harder. Creating successful innovations requires three things:

1. Passion
2. Persistence
3. Excellence in Multi-disciplinary Collaboration and Execution

Fall short in any one of these three areas and you’ll end up like Charles Goodyear, frustrated and penniless. The first two are self-explanatory, so let’s focus briefly on the third. To be sure, excellence in multi-disciplinary collaboration and execution requires that you put some structure and process in place.

Innovation, contrary to popular belief, actually thrives within an environment with some structure and constraints. At the same time, innovation is not a solo activity and requires that collaboration be fostered. We hold up Thomas Edison and Alexander Graham Bell as lone geniuses, but the truth is that both brought together groups of smart scientists and other professionals and put some structure around them to enable them to dream and to learn from their failures along the way. For your organization to achieve sustained innovation success, you should begin your formalized approach to innovation with these ten foundational activities:

  1. Defining what innovation means for your organization
  2. Creating a common innovation language for the organization
  3. Crafting an innovation vision
  4. Shaping an innovation strategy
  5. Deciding on innovation goals
  6. Building an innovation process
  7. Allocating money to finance a portfolio of innovation projects
  8. Diversifying your innovation portfolio by investing in projects with different risk profiles, time horizons, key resources, etc.
  9. Planning how innovation projects will be staffed and funded over each project’s lifecycle
  10. Instrumenting your projects so that you can learn fast and make accurate decisions

These ten activities will help get you on your way to creating a sustainable approach to innovation. They will create an organization capable of identifying and ending zombie projects (projects that should be killed but often aren’t), and increase your chances of having an innovation portfolio that pays off by sustaining the growth of your organization.

We can’t cover everything that taking a professional approach to innovation might require in a single article, but doing these ten foundational activities will help get you off to a successful start. And success after all, is no accident.

P.S. – Innovation requires a great deal of courage. If your organization has a fear of risk or failure embedded in it, you must change that first or set up your innovation efforts outside the normal chain of command so that the risk and the possibility of failure can be managed and balanced intelligently against the rest of the portfolio.

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Braden KelleyBraden Kelley is a popular innovation speaker, embeds innovation across the organization with innovation training, and builds B2B pull marketing strategies that drive increased revenue, visibility and inbound sales leads. He is currently advising an early-stage fashion startup making jewelry for your hair and is the author of Stoking Your Innovation Bonfire from John Wiley & Sons. He tweets from @innovate.

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10 Responses to Innovation is No Accident

  1. Pingback: Tweets that mention Blogging Innovation » Innovation is No Accident -- Topsy.com

  2. Bryan Stapp says:

    My marketing team used to have a saying “Innovation is rewarded, Execution is Worshiped.” You need to have great ideas, and you need to implement them.

  3. Sue Z. Hart says:

    Really like this information. I had not heard the back story before.

  4. ATIG says:

    Dear Braden,

    That’s a short story that MasterCard Innovation Through Acquisition Orbiscom http://bit.ly/5Y3Nfw what innovation? http://bit.ly/5Y3Nfw

    STORY http://xltweet.com/show/?id=56585E5B51

    the future performance of Orbiscom’s Business = delay http://tl.gd/6o05s5

    accidental innovation or no = the same thing.

    We are using it, we don’t care about the reality.

    We have stop selling and add value.

    Thanks,
    Sami

  5. Dana Bowler says:

    Innovation is never just about A GREAT IDEA (or a number of great ideas for that matter). The true “accident” that happens is within the context of sharing the idea- when the idea becomes social, in a sense of communal serendipity – when two hunches collide and the container of people involved seem to be saying: “huh, I never thought of it like that before…I could get on board with that, let’s try it” It’s no accident. Call it what you want- serendipity, collaboration, shared enthusiasm for the potential/possible. It goes back to Braden’s point about “Excellence in Multi-disciplinary Collaboration and Execution”- ie: the actions by which a great idea hits a social accellerator. Great post!

  6. ATIG says:

    Dear Dana,

    The Braden’s point about “Excellence in Multi-disciplinary Collaboration and Execution”- ie: the actions by which a great idea hits a social accelerator.

    I hope that this point is ethical and think it is.

    When the synergy work in that sense but in my case that for me dysfunctional environment http://tl.gd/6o05s5

    As you said social accelerator, I don’t read that Braden advice to take work of other and profit from difficult situation to make your better situation based in bad actions.

    You have to measure the consequences of such thing at long term not only short one.

    That business is going to fail because based on what ????

    Great post Braden but please explain the sense of your post to have good comment.

  7. admin says:

    Hello Atig,

    It’s not clear what is unclear to you.

    If you can be more specific, I will do my best to answer.

    Braden Kelley
    Author, ‘Stoking Your Innovation Bonfire’
    http://innovationbonfire.com

  8. ATIG says:

    Dear Braden,

    Can you explain what mean “Excellence in Multi-disciplinary Collaboration and Execution”- ie: the actions by which a great idea hits a social accelerator.

    Having an open dialogue on social sites encourage transparency.

    As my case front big player and asking for HELP.

    I am grateful to you.
    sami

  9. ATIG says:

    Dear Braden,

    the most important factor in business strategy are rather be strong somewhere than weak everywhere.

    Have a wonderful Thanksgiving everyone!
    Sami

  10. nifedmybi says:

    Soon autumn, hurry to say goodbye to summer!).

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