What to Know About Innovation Processes

We surveyed 1,244 product teams over the last 6 months and uncovered a reality that blew our minds: While all product teams are trying to create products that better satisfy customer needs, over 80% of product teams do not agree on what a customer "need" even is! Teams define "needs" as exciters and delight-ers, pains and gains, specifications and requirements, features, value drivers, wants and benefits, wishes, aspirations... ...and the list goes on, as if any of these inputs will correctly inform the innovation process. Here's the problem: THEY DON'T! Just like any process, only precise inputs lead to a great result. So what is the right input? We know that people buy products and services to get a "job" done. So, let's start by defining customer "needs" as the metrics customers use to measure success when getting a job done. If we know how customers measure success, we can create solutions that help them get their jobs done better--and win in the marketplace. These metrics, which we call the customer's desired outcomes, are tied to the customer's job-to-be-done and are unique in many ways. They are: - measurable and controllable, - actionable, - unambiguous, - solution independent and, - stable over time. When listening to music, for example, a music enthusiast may want to: “minimize the time it takes to get the songs in the desired order for listening.” This is one of many outcomes associated with the job of listening to music. Using these customer inputs as customer need statements, you're able to: 1. Understand how your customer measures success. 2. Measure how well your solutions get the job done. 3. Give your team clear instructions on how to improve your solutions. Watch your team transform when they're aligned with the metrics your customers use to measure success. #CustomerNeeds #InnovationProcess

Is the process of innovation in need of innovation? Most innovation processes are linear. First, you do A. Then, you do B. Each stage-gated step earns you permission to move to the next step. If you’re lucky, you make it to the MVP step, where your prototype arrives in the hands of users. The steps from start through MVP are usually product-focused: What’s the idea? Who needs it? What are their pain points? Which features address the pain points? Answering those questions is a terrific way to build a product. But it’s a terrible way to assess the most important questions: Is somebody going to buy this thing? How many somebodys? It’s not that innovation teams ignore the question of demand. Pre-MVP surveys often assess new product interest. Surveys, however, don’t tell you if people want to buy your product; they just tell you whether people *think* they want to buy your product. Even worse, in many cases survey respondents are paid for their opinions. Are you really going to get a good read on how they will behave when they encounter your product for sale in the real world? 💡 Here’s an idea: Don’t put marketing at the end of the process. Put it at the beginning. Answer the hardest question—does anyone want this product?—as soon as you can. You may be thinking: how do I know which product to market? It’s early days. Good news: you can test-market multiple product concepts or multiple ways to position a product. Use ads. Be honest (“in development” should be prominent). See who clicks. See how many click. If it doesn’t meet your hurdle, try again or pull the plug. Learning early is better than learning late. Lean Startup and its MVP approach were arguably the last big innovation in innovation. But that was over 15 years ago. Isn’t it time for a new look at the process of innovation? #innovation #marketing #demandvalidation #concepttesting #heattesting

Innovation—and making change in general—isn’t about blindly jumping into the unknown. It’s about mixing boldness with a plan. It’s not just having an idea and running with it. Before you step into the open air, you take your wild idea, pack it, check it, test it, and bring that reserve - because you may need to pivot mid-jump. Here's the basic framework my teams use: 💡 IDEATE - take in an idea or brainstorm ones within the team to get after problems or inefficiencies you see in your system, and turn it into a problem statement. ✈ DESIGN - design a portfolio of solutions against that problem statement that you can take and test, along with the process you'll use to define and measure success. Start thinking about who will own it, and how you'll resource it. 🏗 PROTOTYPE - build test solutions and MVPs, and run experiments as needed to test their efficacy. Figure out what works, what doesn't, and what you want to scale. Co-build that refined solution with the champion who will own it. 📈 SCALE - time to build out your solution! Communicate, build your change management plan, and roll it out! 🤝 INTEGRATE - execute that change management plan and make sure your solution works in your ecosystem. 📊 ASSESS - keep checking on things. Is your solution working the way it's supposed to? Is it fixing the problem in your ecosystem? What else needs to be changed? And that's usually what leads you to a new idea. Even with a good plan, the leap is still risky and requires you to be bold. But the effort is (or should be!) grounded in preparation, strategy, and the willingness to adapt mid-air as needed. Happy Friday, team! #ArmyInnovation #LetsGo

The most innovative idea your team had this quarter? You probably killed it before it ever reached you. I recently worked with two leaders facing identical challenges:  Declining market share and pressure to innovate. Their approaches couldn't have been more different. Leader A tightened control:  → Requiring approval for any process changes,  → Detailed justification for new ideas, and  → Multiple sign-offs before experimentation. Leader B was more flexible:  → Created "innovation time" for process improvements,  → Empowered teams to test small changes, and  → Celebrated intelligent failures. Six months later, the results were stark. Leader A's team had generated zero process improvements and two employees had left for "more innovative companies." Leader B's team had implemented 12 efficiency improvements, reduced waste by 18%, and became the department other teams looked to for creative solutions. The difference? One suffocated innovation through control,  The other cultivated it through ownership. Many leaders think innovation requires: ❌ "Big budgets and R&D departments" ❌ "Special creative people with unique skills" ❌ "Perfect conditions and unlimited resources" But here's what I've learned coaching leaders: ✅ Innovation thrives when people feel safe to experiment ✅ The best ideas come from those closest to the problems ✅ Ownership culture is the foundation of creative problem-solving The more you control the innovation process, the less innovation you actually get. The more ownership you create, the more creative solutions emerge. Your competition isn't just trying to out-execute you: They are trying to out-innovate you. And innovation doesn't happen in environments where every idea needs approval. Ready to transform from innovation killer to innovation catalyst? My Creating a Culture of Ownership program helps leaders build environments where creativity and accountability work together to drive results. And you can know more about it in a FREE webinar. Check out the details here: https://lnkd.in/gWEuYWpG

Far too often, I see leaders and companies move on from innovation, believing it's only necessary during the startup phase. In reality, it's what keeps companies alive and thriving. As companies grow, it's easy to fall into routine and let creativity fade. But innovation must continue-even as you scale. An older HBR article I came across this morning highlights how breakthroughs in management can create lasting advantages that are hard to replicate. Companies focused only on new products or efficiency often get quickly copied. To stay ahead, businesses must become "serial management innovators," always seeking new ways to transform how they operate. This idea remains as relevant now as it was back then. The benefits of sustained innovation are undeniable: •Competitive Edge •Increased Revenue •Customer Satisfaction •Attracting Talent •Organizational Growth and Employee Retention Embrace the innovation lifecycle-adapting creativity as your organization matures. Sustaining creativity means creating an environment where people feel safe to push boundaries. Encourage your teams to think big, take risks, and use the experience of your organization. Here are three strategies that I’ve seen work firsthand: Make Experimentation a Priority: Mistakes are part of the process—they help us learn, grow, and innovate. As leaders, share your own experiences with risk-taking, talk about what you've learned, and celebrate those who take bold steps, even when things don’t go as planned. It sends a powerful message: it's okay to take risks. Promote Intrapreneurship: Many of the best ideas come from those closest to the work. Encourage your people to think like entrepreneurs. Give them ownership, the tools they need, and the freedom to explore. Whether it’s through ‘innovation sprints’ or dedicated time for passion projects, showing your team that their creativity matters sustains momentum. Address big challenges, ask tough questions, and let your people feel empowered to tackle them head-on. Break Down Silos: True innovation happens when people connect across departments. Create opportunities for cross-functional interactions-through gatherings, open forums, or spontaneous connections. Diverse perspectives lead to game-changing solutions, and breaking down silos opens the door to that kind of synergy. Innovation doesn’t happen by accident. It requires dedication, a commitment to growth, and a willingness to challenge what’s always been done. To all the leaders out there: How are you ensuring your teams remain creative and engaged? What strategies have you found that create space for bold ideas within structured environments? —-- Harvard Business Review, "The Why, What, and How of Management Innovation" #Innovation #Leadership #ContinuousImprovement #Creativity #BusinessGrowth #Intrapreneurship #CrossFunctionalCollaboration #ImpactLab

86% of Breakthrough Innovations Happen When We Pause to Wonder "What If?", Yet Most Leaders Fill Calendars Too Full for Curiosity Scrolling through LinkedIn on this relaxed Saturday morning, Khozema Shipchandler's celebration of Twilio's 400th patent caught my attention. His words about innovation being "our engine" rather than just a buzzword resonated deeply as I sip my coffee, mind wandering beyond weekday constraints. What truly powers innovative cultures and discovered fascinating patterns: → Space Creates Breakthroughs Organizations that build legitimate "think time" into workweeks see 3.7x more employee-generated innovations. Companies with protected thinking hours experience significant creative output, yet 78% of knowledge workers report having zero unstructured thinking time. ↳ As Khozema noted, each innovation represents "a spark of curiosity, a bold idea, & the drive to build something new" → Psychological Safety Drives Bold Thinking Teams with high psychological safety produce 41% more innovative solutions than peers. When employees feel secure taking risks without fear of ridicule, organizations experience 37% fewer implementation failures and 2.5x faster idea-to-market cycles. → Cross-Pollination Transcends Boundaries Our analysis shows 68% of transformative business ideas originate from outside industry frameworks, often sparked during moments of relaxation or unexpected connections that traditional work structures rarely accommodate. ↳ Organizations breaking down silos see innovation rates triple compared to those with rigid department boundaries Cultivating Curiosity-Driven Culture ✦ Inspiration Catalysts – Install physical and digital spaces where employees share articles, ideas or thoughts that sparked "what if" moments, creating continuous innovation triggers. ✦ Celebration Rituals – Implement storytelling practices highlighting both successful innovations and valuable "productive failures," reinforcing that exploration is valued alongside execution. ✦ Connection Architecture – Design both physical and digital environments that facilitate unplanned interactions across functions, knowing innovation thrives at intersections. ✦ Reflection Rhythms – Build regular pauses into organizational cadence—like I'm enjoying this Saturday—where stepping back allows patterns and possibilities to emerge. The most innovative organizations recognize that building creative culture requires both structure and space—systems that nurture curiosity while providing the safety and resources to transform questions into impact. What's one unexpected source that's sparked your best innovation? Love exploring possibilities, Joe PS: We are building People Atom, the private network where forward-thinking HR leaders and founders learn to balance structured execution with creative exploration to transform innovation cultures. Our first private roundtable for CHRO's is scheduled on July 11th in Chennai (DM me for details)

94% of leaders hate their innovation results. (because they fall into these 4 brutal traps): I know leading innovation is hard. It’s exciting, but can lead to costly mistakes. In fact, 94% of executives are unhappy with their innovation results. (Source: McKinsey) I've seen leaders fall into common traps that slow progress and waste valuable resources. Here are four brutal traps to avoid: 1. The "Idea Overload" Trap ↳ Too many ideas can overwhelm teams. ↳ Work on a few strong ideas with a clear plan. ↳ Plan, manage risks, and connect with business goals. 2. The "Bottom-Up Only" Myth ↳ Good ideas from teams need exec support. ↳ True innovation happens when leaders provide resources, clear direction, and help ideas grow. 3. The "Speed Over Substance" Mistake ↳ Rushing can lead to big mistakes. ↳ Smart use of resources matters more. ↳ Take time to plan, test, and improve ideas. 4. The "Creativity Equals Innovation" Fallacy ↳ Having ideas is not enough; execution is key. ↳ Work on a few ideas that make true impact. ↳ Focus on turning creative ideas into real solutions. True innovation balances creativity & structure. It's not about doing more; it's about doing right. Prioritize wisely, and impact will follow. ♻️ Repost to help others avoid these traps.   🔔 Follow me (Nadeem) for more like this.

In today's cutthroat corporate arena, innovation isn't a luxury; it's survival gear. The brutal truth? Innovation can't grow in the dark, cramped corners of fear. It needs the expansive, sunlit fields of psychological safety to blossom wildly, without the threat of being stomped on. Here's the deal: No psychological safety is basically choking the life out of creativity and problem-solving. Want to be the next Apple or Tesla? Wake up and smell the innovation. These giants weren't nurtured in the soils of dread but in an environment rich with trust, openness, and psychological safety. What's psychological safety? It's not about pampering. It's about crafting a culture where everyone, from interns to VPs, can throw their ideas into the ring, no matter how outlandish, without fear of ridicule or backlash. It's a place where admitting mistakes or ignorance isn't a career-ender. Let's dig deeper: 1️⃣Risk-Taking Culture: Without psychological safety, risk-taking is as rare as hen's teeth. Innovation is about diving into unknown waters. If your team is scared to rock the boat, you're just treading water. 2️⃣ Diversity of Thought: Psychologically safe environments don't just accept diversity; they crave it. Different perspectives fuel innovative thinking. Want cross-pollination of ideas? Mix up your seeds. Playing it safe breeds predictability, not breakthroughs. 3️⃣ Rapid Iteration and Learning: In a safe zone, failure is a learning tool, not a taboo. It's about quick trials, faster learning. In companies where mistakes are a death sentence, you're just marching towards irrelevance. 4️⃣ Open Communication: Need groundbreaking ideas? Flatten the communication hierarchy. Sometimes, the freshest ideas bubble up from the new guy, not the corner office. But if they're gagged by fear, those ideas are dead in the water. 5️⃣ Employee Engagement and Retention: Spoiler alert – people hate working in a minefield. Top talent flocks to environments where they're respected and heard. High turnover isn't just an HR headache; it's an innovation saboteur. So, what's the takeaway? If you're not fostering psychological safety, you're strangling innovation. It's like racing a Formula 1 car with the brakes on. Ditch the outdated leadership playbook that confuses fear with respect. In the digital age, bold, out-of-the-box ideas take the trophy – and they need room to run wild. Remember, innovation is a free spirit. It won't thrive in a cage. Unleash it in the open plains of psychological safety, and watch your company transform.

Every organization -- even the smallest -- has an internal model that dictates how innovation usually gets done. Companies coalesce around certain ways of doing things and optimize their communications, decision-making, and resource allocation around those methods. But oftentimes the methods become established without much thought to those larger consequences, and they might not fit your current market environment. The methods need to be made explicit and considered. Score your organization on the factors in the chart below, then ask yourself these questions, adapted from my new book The Innovative Leader: 1. What is working about the way innovation works at your organization? What should you not change? What are the downsides of the way that innovation works at your organization? 2. Why is your innovation process the way it is? Are there cultural or structural reasons for it? Have those reasons changed or are those factors still as present as ever? 3. Of the five dimensions presented here, which elements of the innovation model do you think should change? What would that enable you to do differently or better? 4. Organizations can have multiple innovation models within them. For example, Microsoft is visionary-led but the organization is so big that CEO Satya Nadella can’t possibly do it all. Are there places within your organization where mixing and matching is appropriate?