I am about to embark into dangerous territory – at least for me – and make a sports analogy. Innovation is about field goals and touchdowns. Both can add up to victory. At least that is how I am summarizing comments to my last post. Bob Trent, Paul Pittman, and Chet Frame write about the process of continuous improvement creating a culture of innovation. It’s about the discipline and, as Chet says, “the daily commitment to working better.” Field goals.
But Kevin Wurtz reminds us that touchdowns can lead to big victories. The concept of inward- and outward-facing innovation really is interesting. Kevin states, “inward-facing innovation is expected, it is why we do what we do. Outward-facing innovation is a surprise we didn’t anticipate.”
Continuous improvement obviously is not easy to achieve. It requires a sustained effort, a supportive culture, and absolute belief in the fact that no matter how well we are doing, we can do better. Although it takes a highly coordinated and dedicated effort on the part of employees at all levels in the company, it is in management’s control.
Outward-facing innovation, the big idea that emerges in part from the arrogance of knowing what people want before they do, comes as a surprise. But if it is not planned, can it be cultivated?
I wonder how many companies we can name that, year after year, create demand for products we didn’t know we needed? At the same time, companies continue to make those products better. How do they do that? What is their secret?