Managing Innovation

By: Tom Agan

Surely, it makes sense that the more ideas we have, the better our innovation track record will be. Not true, it turns out.

Coming up with an idea is easy; refining a concept until it becomes an economic success is the hard part. Consider: the first known claim of inventing a mobile phone was made in 1906. Yet, it took 70 years of development before one that actually worked was produced.

Most companies have abundant ideas. At one firm with a dismal record of innovation, about 800 new product ideas sat frozen at the corporate level.

When working with groups at organisations that face enormous pressure to innovate, I tell them, "I’m certain one of you in this room has the right answer.

The problem is the 200 wrong answers also in the room." Let’s face it, ideation is fun. It’s a taste of freedom away from the constraints of an everyday job, and it can feel pretty exhilarating. Yet, an ideation fest invariably creates an illusion of generating new ideas that is followed by disappointment when it becomes clear that none are being developed.

Someone will always claim they participated in an ideation session that led to an incredible breakthrough. But a few successes from the multitude of ill-considered sessions conducted annually around the world hardly constitute an impressive track record justifying the time and money invested.

From "Please Stop Ideating"