Why isn't it so easy to install a process for innovation?

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

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

Identification of needs, idea generation, idea evaluation and implementation.

First, the need must be identified, i.e. the need for change. Corporate culture is an important factor here. Because if 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 in terms of willingness to innovate. In addition to employees, corporate management is responsible for taking a clear position on innovation management. At this stage, the process must therefore be adapted 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 a number of hurdles where innovations fail. These are usually just small things, such as the predominance of day-to-day business, lack of understanding of innovation on the part of management, poor communication, unclear responsibilities, employees are not involved or simply lack of resources. If you do not remove these hurdles in the first phase, the success of the innovation is not promising.

The process must also not be planned too narrowly and in detail, because the innovation process in particular is unpredictable. There must be a certain openness and agility.

After the process has been initiated, it is time to generate ideas. The creativity of employees must be promoted, for example by using a wide variety of creativity techniques.

However, this should not only tap into internal sources of ideas, but also external ones. This external knowledge should be identified and applied by customers, partners or competitors. Because a common mistake is omitting customer and market needs. But external input in particular is decisive when it comes to innovations.

The generated ideas must then be evaluated. This includes establishing and applying evaluation criteria and evaluating the benefits and costs of the ideas. If no system has been defined beforehand and there is a lack of organizational management, this phase becomes a critical one. Because this is where the decision for the future is made. And even though you have been able to successfully complete the process so far, the motivation must of course continue to be maintained.

Once you've found a promising idea and you've jumped over all the hurdles, then it's time to plan its implementation. Here, too, you can reopen the innovation process and obtain external know-how. You can also search for funding and financing outside the company. In order for everyone to know about the innovation, it must ultimately also 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.