jill-dyche

Hi.

Writer, classic rock lover, dog rescuer, co-founder of Baseline Consulting, and now Vice President of SAS Best Practices--I speak, blog, and pester my friends about these topics. My current focus is getting IT and business organizations to collaborate more effectively and not kill each other. I also talk and write about big data, why analytics is fundamentally strategic, how to pitch business execs on IT projects, and why not to buy a dog from a pet store.

I’ve lived in London, Paris, and Sydney, but call L.A. home. #weatherwimp. I cultivate an organic vegetable garden and friends with issues. I’ve written three books, co-authored a fourth, and contributed to a bunch more. (I have another one in my head waiting to come out, but it’s crowded in there right now.) I prefer Def Leppard to Bon Jovi, mashed potatoes to brown rice, fly fishing to golf, Pinot Noir to Zinfandel, and nice people to assholes. I have a tattoo. I’m not telling you where. I feel guilty that I go hot and cold on social media, that I don’t spend enough face time with my friends, that my French is rusty, and that I ate that whole bag of Kirkland peanut butter cups in less than a week. I have to live with those things.

Everything’s a Moon Shot: Creating Space for Innovation

Everything’s a Moon Shot: Creating Space for Innovation

In which Jill suggests making room—literally—for new ideas.

“When AT&T realized that it had a small army of flat-smart, big-thinking engineers in its midst, it spun off Bell Labs and promoted the new entity as cutting edge. The Bell Labs campus in Holmdel, New Jersey—a structure nearly 2 million square feet in size—featured a gigantic statue of a transistor on the front lawn.”

-- The New IT: How Technology Leaders Are Enabling Business Strategy in the Digital Age (McGraw-Hill, 2015), page 165.

In 1986, commenting on the internal problems plaguing his new parent company, General Motors, Ross Perot took aim at the automaker’s entrenched culture and plodding delivery processes—at the time a new car took five years to design. “Heck, we won World War Two in four years,” he remarked to The Wall Street Journal. “This isn’t a moon shot, it’s just a car.”

Flash forward twenty years and everything’s a moon shot. In my book, The New IT: How Technology Leaders Enable Business Strategy in the Digital Age (McGraw-Hill, 2015), I outline how companies like Cisco, Comcast, Nordstrom, and even toymaker Lego have all invested in new thinking by launching innovation labs.

Every company embracing innovation does so in its own way. Johnson & Johnson, for instance, maintains several “innovation hubs” around the world, while Eli Lilly has endowed its own venture capital fund to fuel innovation efforts. The single quality these and other companies share is that they have created physical spaces in which to nurture new ideas. If innovation is the application of unorthodox thinking to business opportunities, the innovation lab is where that thinking evolves into new products, services, process efficiencies, partnerships, or business models.

The hallmark of the innovation lab is that it is a space set apart—sometimes even isolated—from the rest of the company. Many labs feature distinct furnishings (beanbag chairs have made a comeback), interactive screens, and unique floorplans. Insurance behemoth USAA’s innovation lab is enclosed in glass, showing passersby that the company is dedicating skills and resources to emerging technologies. By being prominently-placed, the labs convey prestige. At Toyota Financial Services, the lab is a room a few strides away from the office of Ron Guerrier, the company’s CIO. The lab is thus visible to both IT and business staff, who are encouraged to come and kick the tires of emerging technologies, and clearly executive-sanctioned.

In essence, the lab becomes a symbol of a company’s commitment to fresh thinking, while at the same time reiterating its imperative to change and grow. Lego’s innovation board encourages ideas that are “Obviously Lego, but never seen before.”

Intent on accelerating innovation at their companies, some executives assume that the physical space and, as one executive called it, “some smart data scientists” are enough to kick off innovation. The notion is that simply clustering talent is the only way to reach those coveted Eureka! moments.

Launching a lab outright should never be step one in the process of realizing that elusive innovation culture. Executives should first decide how to democratize new ideas so that the innovation process welcomes everyone up and down the corporate hierarchy. Then they should decide on the communication strategy and rules of engagement for the lab, circumscribing how ideas are submitted, vetted, and realized.

Only then should an innovation lab become official, the manifestation of the mission and processes that have already been introduced. When these happen, the company and its employees are ready to shoot for the moon!

Original article on CIO.com.

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