Innovation Techniques


In business and economics, innovation is the catalyst to growth.

Innovation is the development of new customers value through solutions that meet new needs, inarticulate needs, or old customer and market needs in value adding new ways.

This is accomplished through more effective products, processes, services, technologies, or ideas that are readily available In the organisational context. Innovation may be linked to positive changes in efficiency, productivity, quality, competitiveness, market share, and others.

Purpose of this Post

This paper looks at the approach to answering ‘how do you make an organisation more innovative?”  It is an introductory paper.


Innovation is also about the workforce and customers pooling knowledge in a way that allows the capability to be assessed, prioritised and extracted on a frequent basis

Carnegie Mellon USA offer a maturity model of how innovation progresses through a sequence of levels that go from a reactive workforce through to controlling and managing through to continuous improvement of innovation.

The techniques include:

Reactive Innovation

  • Incentive reward to individuals
  • Incentive reward to groups
  • Ad hoc review of submitted ideas by a small number of individuals not related directly to the company strategy and values

Structured Innovation

Emphasis on collaborative techniques both with the workforce, partners and customers.

  • Focus Group collaboration to brain storm and prioritise potential innovations based on strategic sub-themes
    • Network social networking discussion tools
    • Facilitated collaboration reviews using anonymous IT techniques
  • Knowledge management innovation retrieval, assessment and publishing
  • More formal reviews at a senior management level

Controlled Innovation

  • Targeted innovation themes that are researched to create ideas and to create breakthroughs with a defined objective, funded and managed
  • Peoples’ performance is developed to include formal training in innovation techniques and is measured
  • Defined innovation process for the organisation including review and relationship to business plans

 Internalised Innovation

  • Innovation organisational process cascaded throughout the organisation and known to everyone as participative and rewarding
  • Process to review and assess meaningful innovations including virtual laboratories and incubators
  • Predictable outcomes from the innovations collected

Continuous Improvement

  • Innovation centre of excellence that identifies and encourages people and groups in the organisation that are innovation stars
  • The wisdom innovation elders in the organisation that promote, mentor and encourage people and groups throughout the organisation to innovate.  These elders should include external people and internal people such as Phil Treleaven of UCL, UK, or innovation maturity people such as myself.

Many companies who lead in innovation have a process where their research or their “idea pool” can create incubators to nurture, develop, trial, test and support new innovations.  Some companies create a virtual laboratory for incubating new processes, new services and products, testing efficiency or demonstrating it will work to capture greater investment, based on sound financial models.  They either restructure their organisation to entertain the fundamentals of the incubator or they start a separate organisation to service the market.


Charles Leadbreater is an interesting speaker who points out that more often than not it is your customers where the innovation comes from and you need to include them as well as your work force in innovation.

Professor Phil Treleaven UCL UK, research and teaching interests cover Financial Services (e.g. computational finance and algorithmic trading) and the Creative Industries (e.g. anthropometrics surveys using 3D Body Scanners). In Financial Services we have major and unique collaborations with Reuters, Deutsche Bank, Credit Suisse, Goldman Sachs and other leading investment banks, who have donated a virtual trading floor.



About roberttwiddy

I live, work and play in Bangkok. My play is all about guitars. I enjoy researching guitar and sound equipment and spend more time on this than actually playing. I have 6 x six string guitars, 1 acoustic and 2 Bass guitars. I have 4 amps and 4 pedal boards and two band/looper boards. Bangkok is great for food, I have an on and off gf for the last two and a bit years here. It is also great for live gigs, music venues and shopping malls. A short drive gets you by the river or the sea and historic parks and temples galore. There also lots of pubs full of expats if you want to talk about Western culture. Service is here, as opposed to not in the UK. Thais will fix and do everything you need at a very low price and very quickly. My work is either teaching project management, soft skills or strategy and consulting on projects or soft skills. I am have been in business 30 years and held VP posts in computer hardware and software development. I have ACCA, NLP Master Practitioner and MBA. Enjoy my blog it may have more about music and sound equipment than anything as that is my passion at the moment!
This entry was posted in Innovation, Strategy and Balanced Scorecard. Bookmark the permalink.

Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google+ photo

You are commenting using your Google+ account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s