Innovation In Seven Simple Steps

Maxim 1: Incorporate innovation at the systems level

If looked through the lens of systems level innovation as a key driving factor for sustainability, I would argue that it is quite possible to design a bright and prosperous innovation future. In fact, I would make a strong case for incorporating organizational innovation at the systems level as a crucial next step for growth and entry into this century as a formidable innovator and (intra)entrepreneur. This is not only relevant but also evidence-based: both the 21st century learning skills and the WHO SDGs delve into the need for innovation, creativity and entrepreneurship, among other things, at the systems level.

Maxim 2: Proactively build the innovation culture or ecosystem

One basic premise for effective implementation of innovation is the realization that Innovation is on a spectrum with Creativity and Entrepreneurship – hence, the acronym ICE. Ultimately, for ICE to flourish in low-resource healthcare or other settings, its ethos must become embedded into organizational DNA. We believe that only then shall there be long term ‘success’ because the ‘culture of innovation’ or the ‘innovation ecosystem’ takes root at that stage and becomes the sine qua non for effective ICE. The ecosystem thrives when you endorse nimble problem identification/refinement and experimentation with solutions that are fast and frugal. This is particularly relevant to dynamic conditions such as the COVID-19 pandemic. However, I would caution against jumping onto the innovation bandwagon as merely a sexy knee jerk response to such acute situations, because that will likely be at the cost of the innovation ecosystem not being fully entrenched within your organization.

Maxim 3: Synch top-down and bottoms-up innovation

To enhance the innovation culture or ecosystem, it is important to consider a multi-pronged process inclusive of top-down and bottoms-up approaches in tandem. People at the organizational grassroots who are willing to safely share their ideas and intellect to innovate for the benefit of the organization are as important, if not more, to sustain the ecosystem as are the C-suite executives or leadership positioned right at the top of the pyramid.

Maxim 4: Celebrate innovation in your people

For an employee-centric approach, consideration for creating a balanced innovation portfolio with early, mid and late-stage startups, will likely work well. However, for innovation to prosper far and wide across an organization and to go past its boundaries even, it is important to move away from a mindset that is always focusing on numbers – of revenues, grants, publications, companies, etc. and towards one that connects with passion and purpose of the people from the ground up. Encouraging non-hierarchical, non-judgmental, and collaborative idea generation that reflects people’s inspirations shall go a long way in keeping them vision or mission driven. Nurturing, encouraging and celebrating creativity of all kinds of your ‘human resource’ (apologies to those who cringe at this outdated phrase) across all ranks should be your organizational ethos. Employees for whom innovation becomes their raison d’etre shall continue to authentically champion the organizational innovation agenda. Thus, valuing such individuals bringing out-of-the-box solutions, by positively incentivizing them and retaining them that way, versus letting them be lured away by potential or actual competitors, could be the modus operandi.

Maxim 5: Accept innovation risk

Tied into the innovation mindset should be an aspect of risk tolerance or acceptance of some failure; for instance, ‘failure is ok for ICE to prosper’ or the ‘fail and fail fast and then pivot’ mentality, as was mentioned at the outset. For organizational dynamics and operations consider the use of innovation as a tool for enhanced efficiency and outcomes. This may be particularly useful for those institutions that are massive, bulky and not very open to new ways of approaching problems; and unwilling to engage with students, employees or teams who are able to provide such tools through intrapreneurial means. Internally disruptive innovation in a disciplined manner, while the core business continues, may be another good addition to the innovation culture’s armamentarium to transform such organizations.

Maxim 6: Identify innovation enablers and disablers

It is important to remember that unnecessary hurdles at various levels not only frustrate individuals but also sound the death knell for creativity per se. Hence, it may be meaningful to systematically identify the enablers and disablers of the organization’s innovation ecosystem. Engaging with both in a strategic manner will facilitate progress in ICE for healthcare or otherwise. Recalling that organizational bureaucracy cannot simply be ignored or sidestepped will make life easier for the diehard creator, innovator and (intra)entrepreneur. In this regard, the realization that bureaucracy must be managed rather than fought shall go a long way.

Maxim 7: Establish innovation oversight

As the innovation ecosystem matures, there may be a role for oversight through an innovation committee. Models of centralized versus decentralized innovation may also be considered. Both have their pros and cons. Having committees comes with its own problems, but where technical aspects of innovation are concerned, such as IP rights, patents, ownership, etc. then a more centralized approach with support functions like HR, finance and legal will be a more progressive move for the organization. Since organizational culture may be reminiscent of not always walking the talk, the oversight and centralized functions for innovation, may enable transparency, accountability, gender parity, etc. especially when and where those are sorely lacking.