Why is it not so easy to install a process for innovation?

In order to innovate successfully, an innovation process must first be installed.

But what exactly does an innovation process look like? The process depends on the size of the company, for example. But in principle, the process is always the same, regardless of whether it is open or closed innovation:

Needs identification, idea generation, idea evaluation and implementation.

First, the need must be recognised, i.e. the need for change. The corporate culture is an important factor here. Because if the employees are always striving for something new and are motivated, the process can be initiated more easily than if the corporate culture first has to be adapted with regard to the willingness to innovate. In addition to the employees, the company management is responsible for taking a clear position on innovation management. The process must therefore be adapted at this point to the respective corporate culture, as well as the structures, employees and customers.

However, an as-is analysis is always part of the process. Even in the first phase, there are some hurdles where innovations fail. These are usually minor things, such as the predominance of day-to-day business, a lack of understanding of innovation on the part of management, poor communication, unclear responsibilities, employees not being involved or simply a lack of resources. If these hurdles are not removed in the first phase, the success of the innovation is not promising.

The process must also not be planned too tightly and in too much detail, because the innovation process in particular is an unpredictable one. A certain openness and agility must be present.

After the process has been initiated, it goes into the idea generation phase. The creativity of the employees must be encouraged, e.g. by using a wide variety of creativity techniques.

However, not only internal sources of ideas should be tapped, but also external ones. This external knowledge from customers, partners or competitors should be identified and applied. Because a common mistake is to omit customer and market needs. But it is precisely the input from outside that is crucial for innovations.

Subsequently, the generated ideas have to be evaluated. This involves setting up and applying evaluation criteria and assessing the benefits and effort of the ideas. If no system has been established beforehand and there is a lack of organisational management, this phase becomes a critical one. Because this is where the decision for the future is made. And even if one has been able to go through the process successfully so far, motivation must of course continue to be maintained.

When you have found a promising idea and you have jumped over all the hurdles, then it is time to plan the implementation. Here, too, you can open up the innovation process again and get external know-how. You can also look for funding and financing outside the company. In order for everyone to know about the innovation, it must ultimately be marketed. The motivation of employees, customers and partners must be maintained not only with regard to marketing, but also with regard to future innovations.