We often have the feeling that there is still a lot of talking past each other when it comes to innovation. This naturally creates major friction losses. Our recommendation is to check whether or not there is a common definition of the term “innovation” in the team. If this is not the case, it is important to develop a common definition, to be consistently transparent about it within the company and perhaps to review it once a year to see whether it still fits the current framework conditions of the organization.
The example shown in the figure is our favorite and our recommendation, as it combines five very important aspects of a definition:
- Innovations are ideas put into practice.
- Innovations are only innovations if they revolutionize markets.
- Innovations solve problems and create added value.
- Innovations are for our customers and therefore people-centered.
- Innovations and we as idea finders are one step ahead of our customers.
So if there is a common definition, there is clarity and if there is clarity, there is also innovative strength. The position of the status quo will only change if everyone moves in the same direction!
Exercise: Common understanding of innovation
A simple exercise can provide certainty about the state of the common understanding of innovation. All team members are asked to write down their definition of innovation within two minutes and in a maximum of two sentences.
All definitions are then collected on a wall/pinboard for everyone to see. If there are as many different definitions as there are participants, it is time to act. Only if people who work together in a company have the same idea of something they can design it efficiently – this also applies to “innovations”.
Start the group reflection with the following question: “What do you notice when you look at all the definitions?”
Typical given answers are:
- “The word NEW comes up a lot.”
- “All definitions are correct – none of them are wrong.”
- The most important answer should be: “We don’t have a common definition.”
The resulting task for the team is now to develop a common definition of the term “innovation” over a period of roughly a few weeks and then to challenge its relevance in a cyclical sequence.
Only when this common definition is in place and is critically reviewed at regular intervals the basis for successful innovation in the company is given.
