Phil Best, this is beautiful:
True innovation requires the adoption of a belief system that sometimes must prevail in the face of other data metrics. Read up on the great inventions and business wins and you will note that at the core of most of them lie belief, dedication, and the passion to succeed. Today’s business leaders are often too afraid to move ideas forward without ironclad data proofs that they will be successful. All too often, they are the losers. Use your head, listen to your heart, and feel what’s in your gut.
Tony Chapman, CEO of Capital C, in Toronto’s Globe and Mail:
The only way you’re going to grow your business is innovation. If you’re going to have an innovative culture, you must understand that that comes with the acceptance of failure. Innovation comes with a lot of mistakes.
Anybody who’s in the business of inventing the future has to be more tolerant of risk and failure because the future hasn’t been created yet. If you’re in the business of creativity or innovation, software, technology or ideas, you have to be tolerant of experimentation and creativity. (emphasis added)
Much more (worth your time) here.
The Billings Clinic reduced HA-MRSA infections by 89 percent from June 2005 to June 2008. Astounding. Even more astounding is that they accomplished the reduction by working together.
McCandless is the co-founder of the Social Invention Group
. They help people work together to innovate through social interaction on the most basic level. Lots of innovation affecting small stuff with front-line people making big change. He asks this question in the presentation at CIMIT:
Can we be MORE succesful transforming culture by focusing narrowly on how we tackle our complex challenges within each unit?
The answer is a resounding yes.
From the CIMIT blog
(watch the 50 (or so) minute presentation for some great stories that came about through the process and an explanation of the approaches used, the power of this innovation method is impressive):
The Billings Clinic in Montana is getting spectacular results eliminating transmissions of MRSA. A variety of socially-inventive approaches are being used to unleash hundreds of small innovations. The approaches—Positive Deviance, Improv Learning Simulations, and Social Network Mapping—engage frontline staff in discovering tacit and emergent solutions for themselves… not waiting for experts in infection control or managers to solve the problem.
Changes in self-organizing behaviors at the unit level have shifted behaviors toward a more collectively mindful culture. As experts and leaders let go of over-control, front line staff take on more responsibility for safety and innovation. The results include more joy in work, safe practice, and spectacular results.
Imagine that, (good) communication leads to positive change. It can work in your organization, too.
The Business Innovation Factory is very cool:
An independent, non-profit organization launched in 2005, the Business Innovation Factory was founded to enable collaborative innovation. The BIF idea is simple: create a platform where public and private sector partners can collaborate across boundaries to focus on big win projects and deliver transformative innovations.
We believe that more organizations would innovate if they had access to a safer, more manageable environment to explore and test new ideas–a real world laboratory where organizations can keep current models producing while they design and test new ways of delivering value.
They call their work Innovation@Scale:
The only practical way to accelerate collaborative innovation is to test new business models in a smaller, more manageable environment. Given its location, size, and accessible public and private sector networks, Rhode Island’s unique ecosystem provides the optimal conditions to explore and test new business models. BIF offers members access to this unique innovation test bed, a capability we call Innovation@Scale.
Because of the never-offline/mistake-averse nature of health care, proving innovative ideas in manageable environments is a necessity. It seems a practical model; one that would benefit a consortium of hospitals/health care organizations who may not independently have the resources for an innovation center.
As it happens, the BIF is working on the Nursing Home of the Future. Read about it here. Their pragmatic approach to solving problems is a welcome addition to the solving-health-care debate and provides a model to thinking about bettering the entire health care industry.
Formalizing getting out of health care: Open Innovation.
The term can be broadly defined as the process by which an organization seeks ideas and expertise outside company walls. Under this concept, it is argued that a company cannot and should not rely solely on its own research, but will benefit by engaging individuals outside the company to further innovation and business goals. Additionally, under this concept, businesses also look for opportunities outside of the company for internal inventions not used within the firm’s business. Open innovation is the opposite of “closed innovation,” the term broadly used to define companies that make limited use of external knowledge and limit the use of internal knowledge outside the company.
Additionally, research has found that companies that do best in a tough economy are those that innovate and are open to outside ideas. The only way to do this affordably is through open innovation. Now more than ever, companies need to innovate and do it more efficiently by focusing on the most efficient use of corporate resources. It enables companies to have their employees focus on the most important tasks while outsourcing for additional ideas and input. Open Innovation also enables a company to do more with its current budget or cut budgets without compromising innovation. It can also lead to more innovative products that can be brought to market more quickly than in using traditional methods.
Again, leave (but come back soon) health care!
You may have read this.
Memorial Hospital and Health System of South Bend, Indiana is celebrating a long string of successes at building innovation and R&D into day-to-day operations. Hospital CEO Phil Newbold explains, “Healthcare is one of the only industries left that hasn’t embraced innovation. Yet it can lead to improved patient compliance and outcomes. Our ultimate goal is for our surrounding community to become the healthiest in America. Building a team of innovative problem solvers at Memorial is the key.”
They even utilize the Tom Peters WOW Project methodology.
Ahhh, heaven on Earth.