Are you a blockbuster organization, placing your bets on a few big bets with tremendous payback potential, like Apple? Or do you sow many smaller seeds, hoping a few might might break the surface and sprout, the strategy of the American TV broadcast networks? Maybe you practice kaizen, the process of gradual improvement perfected by the Japanese (and Google).
Innovation expert Rosabeth Moss Kanter, of Harvard Business School, believes the modern organization must do all three. And she suggests you think about innovation as a pyramid, with the most bets at the bottom and fewer and fewer bets as you move to the top. Here is the structure:
- Wide Base. At the base of the pyramid are sprinkled many small ideas, generated from anywhere inside or outside the company. "Continuous improvements and incremental innovations can be implemented immediately," Kanter writes. "Early-stage ideas with bigger potential can be elaborated upon with minimal time or funding."
- Middle. Here is where new ideas are developed. "It contains a portfolio of projects, prototypes, and ventures with growth promise. These initiatives have their own identity and space for development and testing."
- At the Top. These bets have the most breakthrough potential and get priority resources from management. "Top leaders' clarity about these bets should guide the types of ideas that start out at the base without constraining creativity."
Read Kanter's blog for more details on the innovation pyramid.
The innovation pyramid presents an excellent picture for the mind of how new ideas and services can be generated and promoted within a company. How do you conceptualize innovation in your own company?