Innovation Trend 5 - Organizations will re-shape their values and principles to ensure they support a culture of innovation

Many organizations have clearly articulated values and principles. They sit on posters and on employee’s desks. But these organizations don’t really know whether or not these are the “right” values and principles. Nor are they certain whether or not their leaders and staff act and behave in a manner which embodies these values and principles.

As organizations re-shape their cultures to support innovation they will also re-examine their values and principles to ensure these are the “right” values and principles that correctly reflect the ‘new” culture. They will take these off the walls. They add to each value and principles clear behavioural descriptions. These will identify the actions and disciplines everyone will demonstrate to show their on-going understanding and embodiment of these values and principles. Then everyone will know whether or not their communications, reactions, actions, etc. are in keeping with or contrary to the values and principles.

Organizations in the future will alter their hiring practices to ensure that they hire the type of staff who can live these values and principles because they align with their own principles. Through these efforts they will know their values and principles are contributing to the fostering of a culture of innovation.

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Innovation Trend 4 - Organizations will focus on longer-term strategies required to support a culture of innovation

Organizations often struggle with the on-going trade-off debate between growth and earnings, short and long-term goals, etc. They spend too much time discussing how to cut costs in order to meet monthly revenue targets and too little time talking about the longer-term opportunities and how the short-term decisions are likely to impact these.

Organizations that are focused on the strategy of innovation are starting to realize that their growth will be better met if they focus on the longer term objectives of innovation and customer focus.

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Innovation Trend 3 - Organizations will create the culture for consistent innovations to reduce the ad hoc approach to innovations

Organizations will engage everyone at all levels in the process of identifying their definition of a culture of innovation, what makes it an innovation culture, what is needed to create it and what risks must be understood and managed in order to create the engine to drive innovations. One of the initiatives organizations are beginning to undertake is to create teams to delve deeply into these questions. They are recognizing that this is not merely a management imperative, rather, it is a cultural change that requires the on-going input at all levels within their organization.

Organizations that begin re-shaping their cultures around innovation will become focused on both theirs and their customer’s needs and opportunities. They will achieve and maintain profitable operations. These organizations will be constantly looking for ways to reinvent themselves and constantly introducing new varieties and generations of products and services. They will constantly be working on the environment which encourages the development of innovations.

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Innovation Trend 2 - Organizations will create a Strategic Innovation Plan to ensure Innovation becomes a strategic imperative

If you get the environment right, a culture of innovation will easily fall into place and the business side of your operations will be that much easier. Many organizations spend time on strategic planning and business planning but rarely spend time on building their culture, the development of values and principles and the type of reporting relationships that will support the new culture.

Organizations will now start to create strategic plans that include Innovation as one of their key strategic imperatives. This is the requirement to get the innovation engine started. They will develop the actions required to successfully implement the strategic imperative and they will gain organization support through their communications of this important initiative.

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Innovation Trend 1 - Organizations will define what Innovation means in their environment

Most individuals have read about innovation, heard about innovation and maybe even tried to be innovative. But few understand what exactly innovation is. Organizations are beginning to recognize that Innovation is not the result of a lone genius; rather it is a collaborative process where people from many different parts of the organization contribute to the creation and implementation of new ideas.

The first trend for organizations is that they will define what Innovation means in their own environment. Is it about products or services or processes or customers or all of these things? Once they are clear on what is Innovation they will be ready to implement the second trend, building the strategy for innovation.

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Quality Trend 8 - Quality Departments will undertake Strategic Quality Planning

Quality departments and quality professionals will demonstrate how, through their quality initiatives (i.e.; Lean, Six Sigma, Kaizen, ISO registration, etc.) they are positively impacting the organization’s bottom-line. By being forced to become more accountable for results they will spend more time ensuring that they are doing the right quality initiatives at the right time and that each one is clearly linked to one of the key strategic imperatives developed by the management team.

Every quality initiative can, and must be tied to key business process performance indicators in order to have any real impact on productivity and the bottom-line. Undertaking Strategic Quality Planning will ensure quality departments are able to identify what they should be doing, how they should be doing it, why they are doing it and the relationships of these endeavours to the organization’s strategic plans. When quality strategies are clearly outlined and measured, quality departments will be able to ensure overall performance improvement gains.

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Quality Trend 7 - Quality Standards will move beyond the realm of work processes into job functions

Quality standards have commonly been written for all work processes. They have emerged as a key element to identify the success of a project in that they are written for all project management processes, tools and templates. Now quality standards are being written for all job role functions so that everyone knows not only what is expected of them, but exactly what quality standards they must adhere to. These quality standards will be used in their performance reviews to identify whether or not their performance adhered to the agreed-upon quality standards for work performance.

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