Somewhere in the universe, there is a blue planet. The surface of this planet is largely covered with water. The planet has wind and weather. And this planet is inhabited by life-forms that speak on mobile telephones and occupy themselves with various matters. It is very similar to our Earth. The only difference is that everything happens ten times faster. Each year has 3650 days, but each day only lasts for two-and-a-half hours. As a result, the inhabitants of the planet have learned to do everything ten times faster than they used to in the old days, when the planet rotated at a normal speed.
Although this sounds absurd, it is a reality. Not on some distant planet, however, but in corporations all over our world. Markets are becoming increasingly impatient. And the 'speed of innovation' is accelerating. Now, as always, it is employees who are in the middle of all this. They are the innovators. And success or failure depends on them. It is they who have to keep up when companies find themselves operating in progressively shorter cycles.
In previous decades, the majority of companies satisfied themselves with maximizing profits and sales in their stock portfolios. The development of strategies and products followed a planned evolutionary process. Surprises were avoided as much as possible - and innovations were the exception. This approach has worked well for many companies. Until today. Why should companies abandon these routines? Because eventually they stop working. And then they will find that when their long-planned and perfectly developed product arrives on the market, there will no longer be any interest in it.
In the environment of today´s market dynamics, every company must be in a position to make quick and radical changes. Time is becoming a key factor. It is not enough to just produce innovations. Nowadays, you have to be the first to complete them, so they are truly new. For this you need a clear, agile view of product and organizational development. More than ever, innovation is the result of an organization's culture. Employees need to be open to approaches such as Open-Source or co-innovation with customers.
Many people today experience a significant disconnect between what happens within organizations and what is going on around them. Progress outside of the company is advancing at breathtaking speeds. There are new business models, tools and methods of collaboration. In the meantime, the organizational structures of many companies date back a hundred years or so. In these cases there isa great need for action!
Impressive innovations have a common characteristic, in that they share resources, dispensing with intermediate levels. 20 years ago, who would have thought that customers could possibly book flights without the services of a travel agency? Who could have expected that expensive-to-produce encyclopaedias would be replaced by the collective knowledge of large numbers of ordinary people? Direct collaborative structures bring customers and suppliers together without intermediaries.
Travel agencies, bank cashiers and print production companies have been obliged to reinvent themselves. Taxi companies and television broadcasters face the same challenges. The very same thing can be seen inside companies. This is why it is so important to have the courage to try new things!
Innovation distinguishes between a leader and a follower.
We have to experiment: with new collaborative structures; with unfamiliar processes; and with new tools and leadership styles. It is only from a culture such as this that true innovations can arise in the future. The capacity for self-organization and an agile mindset are the key competencies of tomorrow. This necessitates constant personal development, flexibility and intrinsic motivation. Employees and management personnel must keep pace with the high rate of change. They need to be drivers of change, not driven by it.
A high speed of innovation requires networks and teamwork. Therefore, you need a staff-centered operational system that promotes agility and supports and contributes to staff members' networking, thus increasing the company's propensity to innovation.
And this is where the Speed of Innovation Solution Package comes into its own: staff members introduce their ideas, as they are closer to customers and markets than their bosses, and they are best suited to assessing what will be the next "big thing". With the emphasis on agility, teams can be composed in internal company project marketplaces. Staff members can apply for projects for which they have the necessary skills and competencies. They can decide for themselves how they might best contribute to the success of the company. Involvement and motivation grow to a whole new level. This results in completely new ideas, perspectives, and increased agility. This is 10-fold innovation.
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The foundation is a clear innovation process that deals with a vague idea differently from a sophisticated concept, and that supplies the creator of the idea with the right setup for the relevant stage of the innovation. This means that every level of innovation is focused towards the achievement of clearly defined criteria for reaching the next level.
Innovation must be target-oriented; otherwise it is not an innovation but sadly just a pipe dream. In People.OS, the majority of strategic challenges are disclosed by top management and made transparent to every staff member in the company. And who knows: maybe the next 100-million-dollar ideas will come from the doorman, and not from the Head of Future Success?
Each of these commercial challenges is described and visualized in detail. This delineates the framework for the desired commercial innovation, without excessively limiting the creativity of the staff members. Each employee of the company can now begin an innovation project, or mission, for this challenge, and develop it through the levels of the innovation process. The resources required for this - namely work hours, budget or helpers - will be provided according to the relevant innovation level.
Each mission is completely transparent within the company, i.e. all staff members, from executive management to operational staff, can find out about the contents, measurement criteria, remaining time and available budget of a mission at any time. This gives every employee the opportunity to bring their own skills to bear and apply to an ongoing innovation project.
The success of innovation projects is dependent on the skills of the participating staff members. People.OS knows the strengths of your employees through collected feedback, self-published profile data and position descriptions, and the platform proactively supports the involvement of the most suitable staff member in each mission.
In the Contributions component, your employees can set their own goals and carry out tasks that relate to the published innovation projects, and in this way contribute to the successful addressing of the innovation challenge in question. This serves to encourage the whole organization to make a crucial contribution to the innovation success of the company. This can have short- or long-term sustainable effects on the innovation culture of your company.