Implementation Blueprint

Once the flow of innovation ideas has begun,  the next critical process is to manage EVERY submission, respond to the submitter, mentor, group or team the idea.   The goal is to disseminate the best idea/s downstream to the appropriate corporate department or resource, such as R&D, Biz Development, M&A, Innovation Master Mind Groups, department heads, remote Innovation Centers,  or special teams to manage the commercialization process.

This is absolutely the most difficult part of a successful Innovation Program.   That is because there is no ONE way or ONE size methodology that fits all.   Each department, or group,  has their own unique business practices for “birthing” new internal business practices into production and new business products/services into market.

The fractional CINO’s role is threefold regarding commercialization.   First, understand each of the key business units commercialization process.    Second, insure the flow of Innovation ideas feeds their existing or new business process pipeline.  Third, define the internal and external resources necessary to fuel the output of new internal business processes, or new market products and services.

This address the issue of repeatability or sustaining the Innovation strategy beyond a “one and done.”    Often, Innovation Programs are piloted in one department or division prior to a company wide rollout.  The mission is to keep the employees and affiliates engaged in the innovative process and to sustain the flow of ideas on an ongoing basis.   It is also to target special programs to address specific NEEDS internally,  or within specific markets.   Employees who are engaged are either “creative” or “evaluative.”  Both are critical to fostering a “culture of innovation.”   The CINO’s role is to identify the resources required to foster a culture of innovation.  This includes everything from internal websites, training, to specific, or company wide campaigns on an ongoing basis.

Corporate Innovation is NOT a “Black Hole.”  It is measurable.    Like R&D, or any other department, Innovation has a line item budget.   Industry standards for innovation are typically based on the number ideas generated to produce one process improvement,  or one new product/service.   For example:   100 ideas are generally required to produce 1 new product.  Although this can be a “grey” measurement, what is not… are the Innovation analytics.   A CINO must know exactly the number of ideas submitted, rejected, incubated, in addition to the number distributed to each department.   Tracking the number of new processes, or market product and services that made it “out” is also key.     Whether they came from the Idea Innovation pipeline or internal department expertise is immaterial.  The MISSION is to birth the “best” of the “best,” irrespective of their origin.