Idea Management

Idea Management The second in two key Innovation processes in Robert’s Rules of Innovation is IDEA MANAGEMENT. Ideation, or Idea management processes/system long-term development is essential to the Innovation effort. Ideation should be harnessed by a process with dedicated resources and with NPD and LTD teams working together. Ideation and the management of the Ideation Process pack the front end of the NPD funnel with a wealth of viable concepts. Explore more tips on Ideation in the book, Robert’s Rules of Innovation.

The Collective Effort of Creativity in Ideation

With our ever increasing aptitude for technology, CEO’s and thought-leaders are on the hunt for the next big idea; that one product or service that will revolutionize an industry.

Recently, Fast Company released “The 100 Most Creative People in Business,” a list recognizing the innovative accomplishments of notable individuals; from people like Charles Arntzen – for pioneering the engineering of tobacco to fight Ebola, and Ertharin Cousin –  who introduced communication technology to end hunger in impoverished communities, to Sophie Lebrecht – whose company developed an algorithm that can determine what image will go viral,  and Kevin Wells – for implementing new features to the social media platform Twitter. Given the rate of innovation today, some of these accomplishments can seem both simultaneously awe-inspiring and ordinary. Products and services are quickly becoming more efficient and convenient to the consumer market with each passing year, and it seems like there’s something new being released every other week. Why is it then, that so many companies struggle to find just a single innovative idea?

Origin stories for revolutionary ideas, products, and services are typically portrayed as the result of hard work and passion from a single individual, such as the reclusive genius or the overlooked underdog with a dream. It’s a familiar story rife with dramatic tension, and this type of biography, fictional or otherwise, has become widely disseminated in Western culture. While these stories can often be very inspirational, rarely are these kinds of success stories the result of a group effort, leaving many to believe that collaboration isn’t a part of the innovative process. However, one of the crucial steps towards true innovation is ideation, a collaborative process that requires the joint participation of a company’s New Product Development (NPD) and Leadership Team Development (LTD) departments. Visionaries are crucial to any company, but so is the collective effort.

In an interview with one of the listed creative pioneers, Sibyl Goldman remarks on one of the surprising things about her job:

 “I think it might surprise people to know that our work space is so open that I often share a desk space with people on my team, much to their dismay. We kind of pile together in one space and there is truly no physical structure that defines where we are, where we go, how we work. We’re so fluid and flexible, which can take some adjusting, but once you adjust to it, can be so great. I get a lot of my creative inspiration from the people I work with, so working close together makes sense.”

Though it’s not necessary to operate in such close proximity to one another, this quote provides insight into the integral nature of teamwork regarding innovation. This is further underscored by the risk-taking nature of the ideation process, which requires both the New Product Development and Leadership Team Development groups to work in sync with each other. A diversity of skill sets and experiences also contributes towards the success of a given company’s brand, product line, and/or service as remarked by Thomas Dimson of Instagram:

“I think it would surprise people the level of diversity that we have at Instagram of people. My team has probably eight or nine PhDs on it. We have engineers that have absolutely no college experience, we have people that work in creative writing, we have all these different jobs. And I think that it’s actually kind of interesting to see all the different things that go in to making it such a successful company. It’s not just the great engineering or it’s not just great management or whatever. It’s really like there’s just such a level of diversity in terms of experiences that I find that’s pretty surprising to me.”


For a more thorough explanation of the innovation process, please visit:

- Robert’s Rules of Innovation. Be sure to check back for the forthcoming Robert’s Rules of Innovation, Volume II.

-Workshops and online webinars through the Innovation as a System™Seminar Series. See: 

Creating a Structured, Repeatable Process For Innovation

Established companies do not easily reinvent themselves.  History shows us that Innovation is often the strategy of startups – but not only is it important in getting to the top, innovation is necessary in order to stay on top. New talent, new techniques, and new products are all needed to stay abreast of the competition. In addition, having a champion within the organization is imperative. Innovation executives are often the facilitator of change, and the leaders responsible for the development of corporate innovation culture.

Recently McKinsey Quarterly published an article entitled, “The eight essentials of innovation,” by Marc de Jong, Nathan Marston, and Erik Roth. The article highlights a set of eight essential attributes from a survey of 300 companies that are present (either in part or in full) at every large company considered a high performer in product, process, or business-model innovation. The first four essentials help build the foundation for innovation. They are: Aspire, Choose, Discover, and Evolve. The next four ensure that innovation is not only successful, but repeatable as well. They are: Accelerate, Extend, Scale, and Mobilize.

The following is a quick summary of the first four attributes, with insight from the 10 imperatives laid out in “Robert’s Rules of Innovation”. You can read the full article published by McKinsey Here.

Whether it’s 8 essentials or 10 imperatives; having a structured and repeatable process from start to finish helps to ensure innovation is not only successful, it is repeatable and sustainable.


Aspire: According to De Jong, Marston, and Roth, “A far-reaching vision can be a compelling catalyst, provided it’s realistic enough to stimulate action today.”

Innovation and ideation is pointless without buy-in and support from top management, usually the CEO, who should acts as the chief innovation officer (CINO). As Robert Safian, editor of Fast Company says, “Inspiration Needs Execution”.  Define innovation so the entire organization is moving in the same direction. Quantify your goal, whether it’s a sales figure or number of new products you hope to achieve, and this will help justify the resources to be allocated.


Choose: “Since no one knows exactly where valuable innovations will emerge, and searching everywhere is impractical, executives must create some boundary conditions for the opportunity spaces they want to explore.”

While creativity and ideas can be found in numerous places and in numerous ways, how you manage them determines the viability of a product or process. Ideation should be harnessed by a process with dedicated resources, and with NPD and LTD teams working together.


Discover: “The insight-discovery process, which extends beyond a company’s boundaries to include insight-generating partnerships, is the lifeblood of innovation.”

Keep an eye on new technologies as they come along, but at the same time, you must be aware of your customer’s wants and needs. It isn’t enough to tell your customer what they want, sometimes you have to listen too.


Evolve: “Business-model innovations—which change the economics of the value chain, diversify profit streams, and/or modify delivery models—have always been a vital part of a strong innovation portfolio.”

According to Doblin’s “Ten Types of Innovation”, creating new products is only one way to innovate – and on its own, it provides the lowest return on investment and the least competitive advantage.


Accelerate: “There’s a balance to be maintained: bureaucracy must be held in check, yet the rush to market should not undermine the cross-functional collaboration, continuous learning cycles, and clear decision pathways that help enable innovation.” As the authors relay, Innovation must have the ability to move through an organization in a way that creates and maintains competitive advantage, without exposing a company to unnecessary risk.

Suffice to say that companies are not naturally inclined to try new approaches without clear evidence that those approaches are likely to work. However, without risk, there can be no innovation. An effective innovation leader should encourage well-reasoned creativity and risk taking, while also practicing tolerance for failure. Fail fast and fail cheap, the saying goes. In 2014 Amazon’s innovation efforts fell short; and sure, Fast Company might have put them in the penalty box, leaving them off the list of “the 50 most innovative companies in 2015″ – but Amazon’s place in the market is all but guarunteed. In fact, even with the kerfuffle, Amazon and CEO Jeff Bezos are still a force to be reckoned with.


How would you answer the following questions in McKinsey’s Survey?



For more in-depth guidelines on how to promote innovation in your business, refer to Robert’s Rules of Innovation. Be sure to keep an eye out for the forthcoming Robert’s Rules of Innovation II, “The Art of Implementation.” 

Successful Innovation Harnesses Idea Management

While most organizations believe that Innovation is required to remain competitive in today’s marketplace, they often do not put enough emphasis on building the organizational capability for innovation. Idea management is a critical step in this process.

While creativity and ideas can be found in numerous places and in numerous ways, how you manage them determines the viability of a product or process. Ideation should be harnessed by a process with dedicated resources, and with NPD and LTD teams working together.

According to Linda Hill, a professor at Harvard Business School, “Companies struggle to innovate because they do not know how to lead the process.” By simply making small changes in the way you manage ideation, you create an organization that, not only is willing to innovate, but has the ability to do so.  Follow these helpful tips when nurturing creativity and managing the idea process.


1).  The Rules of Engagement – when meeting with your innovation team, clearly convey what you are looking for.  Since this is sometimes too general, it is also important to outline what ideas you are not looking for.  Provide the summary of the overall process and how ideas will be evaluated in this process. Purpose makes people willing to take risks and do the hard work inherent in any innovation process. Identify the need for continual improvement and what is required to implement the changes you need to succeed.

2).  Protect your intellectual property, and beware patent trolls – In the research and development industry where innovations build on top of other innovations, obtaining patents to protect your intellectual property is a large part of managing your ideas. Not only do patents protect newly developed products or processes, they contribute to unrealized value creation.

A troubling trend gaining more exposure lately is the increase in Patent Trolls. Top patent licensing company Conversant Intellectual Property Management recently launched an educational campaign against the use of extortionist demand letters victimizing small and medium-sized businesses. Bad demand letters often sent by shell companies (Trolls) are a big problem for U.S. small businesses, costing them millions of dollars in settlement fees. Watch their educational video here and educate yourself.

3).  Think “Diversity” – Innovation usually emerges when diverse people collaborate and share. When holding meetings, it is often advantageous to include other individuals in your organization that may not be part of your innovation team.  This may include customer service representatives, sales team members, or even customers.  Customers are often willing to offer input that represents the consumer side of innovation and can take some of the guesswork out of the question, “What does the consumer want?”

 4).   Shake Up the Norm – To achieve a varied demographic, break up think teams into groups that may not normally work with each other.  This can help to shift the normal “idea leader” into more of a supporting role, while giving a voice to others not normally involved in the innovation process.  Constructive conflict can result in better solutions and ideas.

5).  Boycott the Conference Room – Never hold a meeting simply for the sake of holding a meeting. Dismiss unnecessary members or excuse team members when their talking points are finished. Variety is the spice of life.  Meetings that follow the same format in the same location for the same amount of minutes week after week can stifle the creative juices.  Move an idea meeting into the break room or outside.  Utilize agendas one week and free-form brainstorming the next.

6).  Give Out Gold Stars – Creativity is sometimes a taxing intellectual process.  Contributors must be recognized and rewarded.  Employees that are supported are satisfied employees.

Many employees “crave” the ability to create.  Jason Kroskrity is the Senior Manager of the Chemistry and Electronics Laboratory for Mattel.  He spoke about his career opportunities when studying epidemiology at UCLA:

“The idea of not having a creative piece as part of my profession started to scare me,” Kroskrity says. He left school and was recruited to Mattel by a high school friend in 1998. As described by Forbes, “Now in the lab where Slime was born 40 years ago, Kroskrity and his team come up with the chemical components of toys, such as the cosmetic grade ink for a Barbie digital nail printer that paints photos right onto fingernails. One of his most recent projects to hit the shelves is the Hot Wheels Car Maker that lets kids inject melted wax into a car body mold. It passed muster with a tough critic—Kroskrity’s nephew.”

7).  The Idea Database – Like sales items and raw goods, ideas should be inventoried.  Create an idea database and review it regularly.  Some great ideas may have been created at the wrong time.  Often a great idea is waiting for the right problem to come along.

Creativity is boundless when you free it from rules, time constraints, and location constraints.  Once you have fine-tuned your idea machine, ideation will pack the front end of your innovation pipeline. Ensure your innovation process is ready to review and maximize these ideas.  Robert’s Rules of Innovation can help you with the management of ideas and to navigate through the series of steps to successful innovation.

To get results in Innovation, a structured, repeatable process is essential from start to finish. Look to all imperatives of Robert’s Rules of Innovation: These rules of innovation are meant to be applied regularly as part of a sustainable growth strategy. All these parameters should be continually utilized – and not just when sales or ideas are low – to achieve successful, lasting innovation.



** Image Source:

The Eureka Moment of Ideas & Idea Management


Idea management is the second of critical processes of Robert’s Rules of Innovation and is essential in Innovation and New Product Development (NPD). It is really important to fill the innovation pipeline with ideas from many different sources in your business. Ideas can be generated from associates, sales, and of course R&D. In addition, it is increasingly important to expand ideation outside of internal teams, and company departments.

According to the GE Global Barometer, in 2013 only 38% of executives felt that collaboration with other parties would be successful.  Many executives feared the backlash of collaboration concerning the protection of intellectual property.  However in 2014, 77% of innovation executives felt that the risk was worth taking.

Take for example companies such as P&G, Unilever, and Lego. These companies communicate new product idea challenges externally on their websites to crowd source ideation. Unilever has a page titled “Challenges and Wants,” where the company lists the many challenges they have begun working on, and projects they’d like to work with partners on. Synergy at its finest!

Though creativity is essential in idea management; processes and systems must be in place to manage ideas.  Every person in Long term Development (LTD) and New Product Development (NPD) teams are responsible for the encouragement and organization of the idea funnel.


Ideations for NPD can take different forms for different purposes:

  • Solution ideas solve existing problems
  • Improvement ideas upgrade existing products or services
  • Amalgamated ideas can be a combination of multiple ideas for products or services downsized into a single idea
  • Targeted ideas deal with a specific and direct path to discovery
  • Artistic ideas are born freely, shake up the norm, and flow without constraints


Like innovation, creativity and ideation are an experiment; it requires the opportunity to create. These opportunities open the door to many successes, but also allow for mistakes and failures. Understand the possibility, and welcome well-reasoned risk taking. There are several ways to create the opportunities needed for ideation planning:

Pre-Work or White Boarding for Collaboration – Get out those dry erase markers!

  • Define the topic
  • Identify the participants
  • Establish goals and timeframes

In this phase, problems or questions are posted with a timeframe for completion.

Ideation EventChosen participants examine the topic at hand and create ideas to address questions or problems.  Each day that passes gets crossed-out as time passes.

Post – Event

  • Ranking and evaluating
  • Taking action
  • Follow up communication

Once the timeframe has ended, all participants can build on input.  In this phase, ideas are ranked and evaluated.  A decision is then made for actions to be taken.  Communication lines must remain open to either take an idea to fruition or mark it as a failure.  This process will be repeated often since it is possible only one viable idea is created.  Any ideas deemed as “failures” must not be discarded since it is plausible that an idea marked as a mistake or failure was simply conceived at the wrong time.

Asim Naqvi is the Engineer and Lead on the Research & Development Team for GameStop, a move he made 5 years ago from Motorola.  He and his team are responsible for fixing common problems in game consoles:

“He and his team develop the recipes for fixing the common failings of gaming consoles, which customers can trade in at GameStop stores. The fun part comes when Naqvi and his team develop a fix: they then spend hundreds of hours playing video games to make sure their solution works before passing on instructions to the company’s technicians.”

A healthy, creative environment for ideas to form is the first step of idea management.  The actual management processes in place to harness those ideas are critical in new and ongoing product development.

If your company does not currently have a process in place, review Robert’s Rules of Innovation for each and every proven step of idea management and innovation.

If ideas are the seeds of innovation…

Innovation is a product of human activity. Innovation keeps life interesting, yet it begins first, with ideation. The creation of a new thought or idea.

If ideas are the seeds of innovation, idea management  is the formalization of the processes involved in gathering, sharing, analyzing and executing the ideas generated within an organization and its collaborative networks.

Ideation and idea management pack the front end of the New Product Development (NPD) funnel with a wealth of viable concepts. Since only a fraction of ideas actually reach fruition, ideation should be harnessed by a process with dedicated resources and with both NPD & LTD (Long Term Development) teams working together.

Ideations can take many different forms. They can be solutions; where there is a problem, there is a solution waiting to be found. They can be evolutionary by modifying an existing product or adding a feature to it. Ideations can be symbiotic; combining multiple ideas, using different elements of each to make a whole. They can be revolutionary (a brand new perspective). Ideations can be serendipitous; where the intended idea is generated by the unexpected. They can be targeted; dealing with a direct and planned path to discovery, or they can be artistic, disregarding practicality and allowing ideas to flow without constraints.

Whichever form your ideas take, how you manage them dictates the outcome of each endeavor. Frequent and intelligently facilitated ideation sessions lead to successful new products… and the much sought after AHA! or Eureka! moment.

Here’s a fun little side fact for you: The Eureka moment is said to be named after the myth that the Greek mathematician Archimedes, having discovered how to measure the volume of an irregular object, leaped out of a public bath, shouting “Eureka! Eureka!” Or, translated: “I’ve found it! I’ve found it!”

Now, getting back to the business of ideation, here are some idea management tips:

  1. Tear down the walls or create dedicated ideation space – Break up teams into people who know each other but are not “that friendly” with each other in order to minimize group think.
  2. Provide a framework to capture ideas – Accept ALL ideas and get them written down on the board. You never know when a concept can be recycled for future use.
  3. Setting and Location – Create a positive environment to delivery pitches, but vary the format as well as locations and times of ideation sessions. Predictability can kill ideation. Mix it up to get people out of their comfort zones.
  4. Info Alchemy – Create and maintain your idea inventory & review it regularly. Build a database of ideas from which new combinations and solutions can be derived.
  5. Include a diverse group of people – In addition to your team, include members such as the sales team, people who interact directly with customers, and maybe even a few select customers themselves to offer their insight into the meeting.
  6. Establish rules of engagement – At some point during the ideation process you will need to inform your team what you are, and are not looking for. Communicate what the overall process will look like, and how ideas will be evaluated.
  7. Recognize and reward contributors – Instill a sense of urgency in every employee about what needs to be done; give them the support they need to feel their good efforts will be rewarded.
  8. Encourage the creative process – The Challenge sponsor must promise that the crowd’s efforts will not be for nothing and that the ideas will all be taken seriously and some will be further developed.

Last but not least start with White Boarding or Brain writing versus just Brainstorming that should follow… ask your Innovation Coach about this.

For additional Tips on Idea Management, see Robert’s Rules of Innovation ™ by Wiley, Spring, 2010.


2013 Innovation Resolution: Make Mistakes

At the beginning of every year, I pick one solid quote to live by for the year. This year, my quote comes from Neil Gaiman. Gaiman himself never graduated from college. He never even enrolled in college. Yet, today, he is one of the most celebrated and prolific writers working today.

“I hope that in this year to come, you make mistakes. Because if you are making mistakes, then you are making new things, trying new things, learning, living, pushing yourself, changing yourself, changing your world. You’re doing things you’ve never done before, and more importantly, you’re Doing Something.

So that’s my wish for you, and all of us, and my wish for myself. Make New Mistakes. Make glorious, amazing mistakes. Make mistakes nobody’s ever made before. Don’t freeze, don’t stop, don’t worry that it isn’t good enough, or it isn’t perfect, whatever it is: art, or love, or work or family or life.” – Neil Gaiman


Innovation is impossible to achieve without taking a necessary amount of risk. To increase initiative and innovation, you have to encourage and even embrace failures and mistakes.

At its core, innovation is an experiment of sorts. It requires a culture of risk, opportunity and challenge.  For every innovative product that comes out of the NPD process, there are plenty of ideas that don’t. There are plenty of failures and plenty of mistakes. What’s important is that companies have a tolerance for failure and encourage risk taking.  It is not enough to encourage employees to take risks. Your organization’s culture must clearly communicate how you will support innovators who take intelligent risks.

No Risk = No Innovation; one of the ten Imperatives to Robert’s Rules of Innovation. Rather than view failure as inherently bad, successful innovation requires that executives and teams commit to learning from each experiment gone bad – and incorporate those teachings into the next endeavor.

For your 2013 New Year’s Resolution, I encourage you to make mistakes!  Do not be afraid of failure.


Here are some tips to get you started:

- Encourage.  Promote well-reasoned risk taking. The pursuit of innovation isn’t some fool-hardy flight of fancy. Insist upon a plan to be presented first to ensure understanding and buy-in across the affected organization. Know your tolerance for risk and failure in the pursuit of innovation. Clearly communicate the risk profile you are asking your people to adopt and state why it is important to the organization’s success.

Test.  In order to develop and test ideas, innovators need robust and consistent, processes and frameworks. True innovation requires thorough testing in pursuit of success. Testing, measurement, and an accounting of what’s been learned – even in failure – brings measurable outcomes from successes and failures alike.

Trust. Do you – as a CEO or team leader – trust your people to pursue new ideas on behalf of the company? Build a culture of trust in the individual’s pursuits – so long as safety measures are in place to safe guard against failure damaging the organization.


Adopt Failure as a Learning Experience!


The most successful companies today strive to be entrepreneurial and innovative. However, It is not enough to create a one-time “aha” moment. To get results in Innovation, a structured, repeatable process is essential. Look to all imperatives of Robert’s Rules of Innovation.


Here’s to a New Year of Innovation!




Stay inspired this Holiday Season – The 12 Days of innovation

Robert’s Rules of Innovation wishes you and yours a wonderful Holiday Season.

May you stay inspired in 2013!


Tis’ the Season for harrowing crowds, spiked eggnog, and delicious holiday feasts. It’s also the time of year for distraction, procrastination, and a lull in business productivity.

Many companies see a lag in productivity and innovation during the holidays. According to a study by the Institute for Corporate Productivity, 70% of organizations regard interruption of workflow as their top concern during the holidays. However, the key to business success in the long run, is to create a sustainable culture of innovation. With a little help from the 10 imperatives of Roberts Rules of Innovation, and a fun little jingle inspired by Doblin, may your holiday be both innovative and productive.

For many years, innovation was seen as the development of new products. However, creating new products is only one way to innovate. “Initially developed in 1998, the Ten Types of Innovation showed that companies that integrate multiple types of innovation will develop offerings that are more difficult to copy and that generate higher returns.” – Doblin Group,

Without further ado, the 12 Days of “Holiday Innovations” (taken from Doblin), with a few extra inspiring points to make the full 12 days.


On the first day of holiday innovations, my true love brought to me:

  • A Profit Model Innovation: An innovation in the way in which you make money.

Spotify uses the “freemium” model, where the software is provided free of charge, but a premium is charged for advanced features.


On the second day of holiday innovations, my true love brought to me:

  • Network Innovation: An innovation using connections with others to create value.

Target works with renowned external designers to differentiate itself.


On the third day of holiday innovations, my true love brought to me:

  • Structure Innovation: An innovation in the alignment of your talent and assets.

Whole Foods has built a robust feedback system for internal teams.


On the fourth day of holiday innovations, my true love brought to me:

  • Process Innovation: An innovation in superior methods for doing your work.

Zara’s “fast fashion” strategy moves its clothing from sketch to shelf in record time.


On the fifth day of holiday innovations, my true love brought to me:

  • Product Performance Innovation: An innovation in distinguishing features and functionality.

Airspray’s instant foam dispensers.


On the sixth day of holiday innovations, my true love brought to me:

  • Product System Innovation: Complementary products and services

Mini Cooper’s complementary flatbed pickup and annual oil change.


On the seventh day of holiday innovations, my true love brought to me:

  • Service Innovation: Support and enhancements that surround your offerings

“Deliver WOW through service” is Zappos’ #1 internal core value


On the eight day of holiday innovations, my true love brought to me:

  • Channel Innovation: How your offerings are delivered to customers and users.

Costco provides it’s members with low-price, quality, and brand-name merchandise.


On the ninth day of holiday innovations, my true love brought to me:

  • Brand Innovation: Representation of your offerings and business.

Virgin extends its brand into sectors ranging from soft drinks to space travel


On the tenth day of holiday innovations, my true love brought to me:

  • Customer Engagement Innovation: Distinctive interactions you foster.

Wii’s experience draws more from the interactions in the room than on the screen


On the eleventh day of holiday innovations, my true love brought to me:

  • Sustainable innovation: Innovate or die – Sustaining success means ongoing renewal of your IP portfolio. Innovation restarts the product life cycle.

Apple’s ipad, ipod, iphone, ihome etc.


And finally…


On the twelfth day of holiday innovations, my true love brought to me:





Can Innovation Be a Structured Repeatable Process?

calendarWhen Innovation comes to mind, the first thing people may think of is creativity, spontaneity, or a momentary stroke of genius. But can innovation occur out of a structured, repeatable process? The answer, in short, is yes. In fact, in order to build a long-term culture of sustained innovation, a structured process must be put into place especially in idea generation or ideation. Although it sounds counter intuitive to say “structure” and “ideation” in the same sentence, organizations need to conduct at least two ideation sessions each year in order to foster continued growth. A good innovation leader has the foresight to schedule regular ideation sessions year after year, and not just when sales are dwindling.

Ideation, or idea management, is part of a long term innovation effort that, if facilitated intelligently, leads to successful new products or services. Even if a small percentage of concepts make it through the process, the payoff could be significant for the company. So schedule those bi-annual ideation sessions and invite members from various departments in your organization to participate. You’ll find value in fresh perspectives from customer service, engineering, production, marketing, and your salespeople. Here are some tips for hosting ideation sessions that will lead to the best possible outcomes.

  • Break up teams into people who know each other but are not “that friendly” with each other in order to minimize group think.
  • Vary the format as well as locations and times of ideation sessions. Predictability can kill ideation. Mix it up to get people out of their comfort zones.
  • Accept ALL ideas and get them written down on the board. You never know when a concept can be recycled for future use.
  • Build a database of ideas from which new combinations and solutions can be derived.

By holding regular ideation sessions, your organization is adopting a proactive strategy in the new product development process. To get results in Innovation, a structured, repeatable process is essential. Look to all imperatives of Robert’s Rules of Innovation:

  1. Inspire
  2. No Risk, No Innovation
  3. New Product Development Process
  4. Ownership
  5. Value Creation
  6. Accountability
  7. Training and Coaching
  8. Idea Management
  9. Observe and Measure
  10. New Result Net Reward

These rules of order are meant to be applied regularly as part of a sustainable growth strategy. All these parameters should be continually utilized – and not just when sales or ideas are low – to achieve successful, lasting innovation.

Jump Start the Idea Process for Maximum Efficiency

Innovation begins with just one great idea – built upon, tested, retested and executed with care. It can take thousands of ideas, over the course of weeks, months or even years to reach that one great idea that will bring Innovation and profitable growth to a company. The goal of successful innovation is to get to those monumental moments quicker and more often in order to stay ahead of your competition. That innovation effort is only possible through Idea Management – by holding ideation sessions within your organization. Be sure to create and maintain an idea hopper so you don’t lose any ideas that could potentially pay off later on.

There may be naysayers of ideation sessions, who claim they do not work or that there is no room in the budget. However, it’s all about that small percentage of ideas that make it through the process and produce immense payoff for the company. We’ve all seen that one innovative idea or product that’s catapulted sales and increased shareholder value tremendously for an organization. All it takes is that one great idea among thousands.

Do not overlook the importance of ideation sessions in the process of achieving Innovation. To maximize efficiency, invite your customers and salespeople to participate. It’s a golden opportunity to hear the needs of your consumers, and salespeople can produce invaluable insights about the marketplace. Include other departments of your organization as well, even the ones labeled “not creative” because it would be a shame to miss out on a potential opportunity. Everyone is a consumer so all opinions are relevant.

A diverse group, forced to perform out of their comfort zone, produces the highest quality work. So hold your ideation sessions outside of predictable times and locations – try it at a client’s office or a third party venue. Avoid Monday mornings, Friday afternoons or right after lunchtime when energy levels drop. Most importantly, accept every single idea that comes through without objection or ridicule. By asking the right open-ended questions to unlock new insights and discoveries, to narrowing down to specific concepts, you can jump start the idea process and reach the next “Aha!” moment sooner than your competitors. A concept that doesn’t work at the moment could prove to be successful later on down the road – so store best practices. Maintain an idea database, cross fertilize and keep those ideas until the right technology or cost is possible.

Robert’s Rules of InnovationTM is focused business innovation, with Robert Brands’ goal to bring one new idea to market every year. For more tips on Idea Management and the 10-Step Program for Corporate Survival, see Robert’s Rules of InnovationTM published in March 2010 by Wiley.


Is your Idea pipeline being filled and maintained?

If even 1% of new ideas succeed, it can lead to a huge payoff. A steady stream of ideas is what fuels Innovation, so one of Robert’s Rules of Innovation imperatives is Ideation, or the idea management processes .

On any new product development team, it is up to the leader to facilitate ideation sessions that produce a regular supply of new ideas. In order for these ideation sessions to be as effective as possible, it’s valuable to include members such as the sales team, people who interact directly with customers, and maybe even a few select customers themselves to offer their insight into the meeting.

In these brainstorming sessions, which should be held regularly like two to three times a year,  it’s ideal to include a diverse group of people – perhaps from customer service, engineering or production – to create a setting ripe for creative ideas and to avoid group-think. The process should be a structured repeatable process. All ideas should be written up on the whiteboard or flip chart, then recorded and stored for future reference, with absolutely no ideas dubbed as bad. Negativity causes fear of judgment, which can seriously hurt the Ideation process and any chance of new and original ideas. Remember, good ideas can come from anywhere, so the more diverse your team and the more removed they are from their usual environments, the better for developing ideas essential to Innovation. Continue reading “Is your Idea pipeline being filled and maintained?” »