How can you identify innovation challenges in your team?

The involvement and engagement of the team members in the evaluation process is critical from my perspective. Actively including team members in discussions and feedback sessions ensures a more accurate and holistic understanding of the innovation landscape. It also fosters a sense of ownership and motivation among the team, which is crucial for the successful implementation of any innovation strategy.

Assessing the situation of innovation in your team is crucial for several reasons. Firstly, it provides a comprehensive understanding of your team's current state of innovation, including their strengths and weaknesses in terms of capabilities, mindset, processes, resources, and culture. This knowledge helps you identify where your team stands in terms of innovation. Secondly, the assessment helps identify gaps and opportunities for improvement, enabling you to develop strategies to address those gaps and leverage strengths to enhance innovation. Additionally, benchmarking against industry standards and other teams provides valuable insights and facilitates the identification of best practices and setting realistic innovation goals.

One thing that works for our teams is the individual experience/encounter with innovation as a challenge. Team ca talk about the time they were to make some changes to traditional ways of doing things and how they dealt with this new requirement be it a request from a donor, a contractual obligation etc. the fact of the matter remains that a good number of them put itself outside their comfort zone and sought solutions where innovation and creative approaches have become a must to fulfill a job at hand. I think in many cases need create a drive to be creative and embrace innovation as a way forward, as a way to make a daily job more fun! some will dare, some will refer for help.it is all part of a self transformation must i imagine

Ask the team to think of where the team should be in the next 3 to 5 years. Ask them to define clearly what does that look like and how will we measure progress. You would be able to understand the innovation challenges in the thought process through this simple activity.

Leaders can set the stage for innovation by 1) Being clear on the vision 2) Staying curious on customer, market, and what is possible 3) Active listening and engagement in ideation, solutions and resourcing 4) Creative rewards and recognition for behavior supportive of innovation culture and 5) Amplify innovation stories - both the success and failures. There is always something to learn and thus always something to gain when innovating.

To truly generate impact, challenge the status quo by boldly questioning existing processes and encouraging radical thinking, turning the team into a hotbed for disruptive ideas, not just incremental changes. Set audacious innovation goals that stretch the team's capabilities, making it clear that playing it safe is no longer an option, and reward risk-taking and learning from failures, not just successes. Cultivate a relentless pursuit of innovation by holding each team member accountable for bringing groundbreaking ideas to the table, transforming the team's mindset from passive participation to active, daring innovators.

Les objectifs d'innovation relèvent d'une réflexion d'équipes qui avancent ensemble et de manière transverse dans l'entreprise. L'innovation est partagée. La contribution de chacun compte. Quels sont les objectifs d'innovation que nous serions fiers d'accomplir ensemble ? Qu'est ce que chacun à rêver pour l'entreprise et n'a pas encore osé exprimer ? Pour être suivi par l'ensemble des équipes, le dirigeant et ses managers parlent d'une seule voix. Parfaitement alignés, ils posent un cadre clair et l'urgence à poser des objectifs audacieux, qui permettront à l'entreprise de se démarquer. Un discours structuré, authentique, empathique qui inspire et donne confiance aux collaborateurs. L'intelligence collective est la clé de l'innovation.

Encourage divergent thinking, allowing all ideas to be heard. No bad ideas - brain dump session. This not only fosters a sense of inclusion amongst all of the team, it encourages them to be free with their thinking enabling them to be truly innovative.

En mi opinión, se puede extraer la funcionalidad que maneja el área económica y financiera a la hora de hacer presupuestos y previsiones pero adaptándose al entorno de la innovación. De este modo, se pueden definir cuatro opciones: - Base cero, contemplando la totalidad de las necesidades en innovación para el equipo sin restricciones. - Diguiendo la evolución de nuestro histórico. - Atendiendo a los objetivos y metas marcados a nivel estratégico. - Proyectando en base a la evolución del entorno y la coyuntura.

What helped me in the past: 1. Conduct regular brainstorming sessions with teams to identify fresh, achievable goals. 2. Analyze market trends and customer feedback for goal inspiration. 3. Set small, incremental innovation targets to encourage continuous improvement.

What you want will tell you what to do. Ask: Do we have to innovate to solve our problem? Don't innovate for innovation's sake. If you can solve the challenge simply, and permanently, do that...you'll probably be called an 'innovative' team! -Dr. Fred

This is where it gets really interesting. When you speak to your teams, what kind of mindset do you get a sense of? Are the innovation challenges rooted in internal or external factors; do you have the requisite time, budget, and resources; do you have processes laid out that will inspire and encourage the teams to pursue innovation even in the face of early failure - each of these questions will lay out the context for you to work from. Depending on whether your challenges relate to people, systems, industry, or something else, you can be better informed about several of the many ways in which you can approach the solution.

External perspectives can bring fresh ideas and alternative viewpoints that may not be apparent within the team. Utilize networking events, partnerships, or collaborative workshops to foster cross-pollination of ideas. Moreover, emphasize the importance of understanding the end-user or customer perspective in framing innovation challenges. By incorporating external voices and considering the broader ecosystem, your team can generate a more comprehensive and well-rounded approach to addressing challenges and driving innovation.

'Waiting for that magical idea'? or "I am not innovative so can't think of an idea".. or "Give me an Idea and I can implement it".. for leaders (sadly), these are routine responses on the floor. I've led large teams, and the struggle is real. Innovation isn't a magical event, it's a process—what I like to call IaaP (Innovation as a Process). In my book, it's all about 'Innovation Check-ins.' Regularly connect into team dynamics, uncovering hurdles to keep creativity alive. And here's a trick— the 'Diversity Audit.' Bring in diverse perspectives; innovation loves when different insights converge. So, every moment is a canvas for new ideas It's not about waiting; it's about creating!"

An often made mistake is to hold on for way too long to an innovation which lost its value for the organization long ago, because of all the effort which already has been put into it. Leader have to be strong in decision making, even if this means to cancel an innovation in an iterative process.

Answering The Simulation Questions are the priority: 1. Will this work? Does it make sense? 2. What Unintended Consequences might happen? -Dr. Fred

Gamifying innovation has always helped in exploring what might be the best innovations for the organisation. It also takes away the heaviness of failure that innovations are bound to encounter.

Acredito que estimular e provocar equipes ao desenvolvimento e melhoria contínua, é a grande representação de engajamento e Mindset de inovação! O líder precisa desenvolver sua equipe de forma orgânica e constante, através de workshops, programas de mentoria, feedback entre outros. O importante é criar e despertar a curiosidade e a criatividade das equipes, alicerces da inovação!

With the challenges identified, the next step is to explore potential solutions. This might involve investing in new technologies, restructuring teams, enhancing skills through training, or changing organizational processes to foster a more innovative culture. KPIs to Track: - Number of Solutions Implemented: Track the number of identified solutions that are put into action. - Employee Involvement in Solution Development: Measure employee participation in developing and suggesting solutions. - Cost Savings from Implemented Solutions: Calculate the cost savings or efficiency gains from each implemented solution.

In my experience as a Strategy and Executive Coach, using intuition is key to identifying innovation challenges in teams. By creating 'Intuitive Teams,' I encourage an environment where employees feel empowered to contribute unique insights and ideas. The process starts with intuitive listening to understand each individual's strengths and perspectives. Promoting open, empathetic communication, intuition guides us in uncovering unspoken concerns or hidden opportunities. Employees learn to trust their instincts, sparking breakthrough ideas and solutions that drive company-wide innovation.

Innovation rarely happens when people are stressed or afraid. That’s when they default to what they already know and play it safe. Therefore, for habitual innovation make room for some mistakes to happen, make time for experiments, and celebrate good bets that didn’t pay off. That’s what we see leading to successful innovation happening regularly in the Tech Executive Operating System process.

There are many things to consider as a leader in terms of implementing: 1- Each team members roles/responsibilities. Who is the “owner” of which pieces? 2- How are you encouraging each team member? Are you empowering them to take action or holding them back? 3- Show curiosity. Every single step of the way. For example, if you have a reward system - a reward chosen by the team will drive them more than a “copy/paste” reward. (If you’re looking for ideas,as an experienced team coach, a favorite choice is days off.) Good luck! 👍🏻

The Implementation Question: Who's in charge of implementation? If 2 people are in charge, nobody is in charge. You never want to be able to 'blame' more than one person ;-) -Dr. Fred

When you really want to be innovative, implementation is not a straight line. Experimentation and prototyping are pivotal when you take steps into an unknown territory.

La experiencia con equipos de trabajo que mayores resultados de éxito pude comprobar es la de entregarles a ellos la responsabilidad de dirigir la evaluación, el diagnóstico de situación y el plan de trabajo para la toma de desiciones respecto a la innovación como desafío a superar.

Reviewing and improving the process is the follow up to defining the goals. It is a living organism that needs a champion to own and lead the team collectively to final achievement. During this time, there should be incremental goals and rewards to keep the team motivated. It is human nature to put our efforts in the easiest places first. Staying committed to a long-term project needs constant nurturing.

Innovation is often a spontaneous thought or spark of an idea. Trying to contain these developing concepts in a formal process too early can extinguish the light from within the idea. Be open to a suggestion box system where any time of day or night, when inspiration strikes the idea gets captured. Be fluid about how this is done. It could be video, voice memo, picture or old fashioned written words. Creatives channel ideas. Those ideas are fleeting and often need to percolate before being shared. Allow these ideas to be expressed in a means that makes sense. Musicians write songs by sending voice memos with a lick or even someone singing a little melody. Don't stifle creativity with a heavy process. Keep it light.

Encourage team members to share personal reflections on the innovation process, highlighting both successful strategies and challenges faced. For instance, organize a team debriefing session where individuals discuss their experiences openly. This collaborative reflection not only fosters a culture of continuous improvement but also allows the team to learn from each other's perspectives. Additionally, consider implementing a feedback mechanism, allowing team members to provide constructive insights anonymously, promoting honesty and openness in addressing areas for improvement.

Here again, the feedback cycles inherent to Scrum, for instance, are the clue. Teams learn about their delivered results, and they use that learnings for the next loops. This way, innovation - over the time - gets into the DNA of teams.

Para alcançar o sucesso em inovação, é fundamental revisar e aprimorar constantemente o processo em sua equipe. Utilize métodos como debriefing, feedback e lições aprendidas para que sua equipe possa refletir sobre sua experiência de inovação. O objetivo é identificar as melhores práticas e áreas que precisam ser aprimoradas, implementando as mudanças e ações necessárias. Além disso, é importante auxiliar a equipe a sustentar e ampliar seus esforços de inovação, compartilhando e disseminando seu conhecimento e cultura de inovação. Com essas práticas, você estará no caminho certo para se destacar e impulsionar o sucesso em sua equipe.

Time self-reflecting as a leader is also important when there are innovation challenges on your team. Often, team members are not being innovative because they feel their ideas don't get heard, their leadership micromanages them, they get punished for making errors and/or expectations are unclear. Taking some time to ensure that you, as a leader, are delegating effectively, recognizing positive contributions, celebrating failures and open to new ideas is crucial to building a team that thinks and acts in innovative ways.

É importante criar um ambiente propício ao desenvolvimento de uma mentalidade de/para inovação, articular desafios do negócio à metodologias adequadas, assim como, estabelecer forte senso de pertencimento e engajamento do time são fatores determinantes aos processos de inovação... Iniciemos pela renovação das nossas mentes!

Culture of handling mistakes in the Organization. It’s important to treat mistakes and learning opportunities for innovation to flourish. Those cultures where employees are afraid of making a mistake because of the consequences become very safe players.

Innovation is a word that is often thrown around without considering its depth. What I mean is that we, as leaders and organizations, rarely want real innovation. What most companies want is a comfortable "tweak" they can call innovative. This means that real innovation is always destructive, and humans like to cling to the familiar. Here's an example (if you are a little older): how long did you cling to your records, tapes, or CDs before you let go and embraced the change? The truth is that most of us want "change" as long as it doesn't require us to be the one who changes. So when you ask for innovation, take the time to consider what you will have to give up that you are (even secretly) attached to.

A dificuldade é quando vc tem uma ideia/oportunidade de desenvolver um produto/serviço disruptivo para o qual não existe demanda explicita (nao existe dor do cliente). Existem "necessidades implicitas não explicitadas". Os colaboradores e investidores retraem, os potenciais clientes ficam desconfiados. Quando afinal a tese se mostra real, todos aplaudem e esquecem as reações. Esse é o desafio! Muitas vezes o projeto é abandonado e mais tarde quando o produto/serviço aparece no mundo, a sensação desses pioneiros é a de "piotários". No final uma definição: sabe qual é a diferença entre ousadia e irresponsabilidade? O RESULTADO! Se deu certo foi ousadia. Se deu errado foi Irresponsabilidade. "Simples assim"! Mentira! Nada é "simples assim".