Innovation for the Growth of the Organization

1 Innovation for the Growth of the Organization At the outset, the often misunderstood idea of innovation is tackled. Innovation is redefined, or rather, it's original and correct definition is presented as the process through which original ideas are transformed into practical solutions. In this regard, innovation is not viewed merely as the skill of being inventive, but rather, the definition is expanded in scope to include the tedious process through which the innovative idea is practically implemented and applied to the problem to provide a solution to it. This idea is largely supported by business scholars, who have recently spoken out strongly against the dangers of misusing the term "innovation", thereby degenerating it to the status of a cliché.

Commenting on the recent uproar over the misuse of the term “innovation”, Anthony (2012) argues that the recapture of the concept of innovation will be facilitated by disarming three common misconceptions that attend it: 1) the misconception that innovation holds the same meaning as creativity, 2) the misconception that in a company, innovation should only be carried out by a small, select group of people and, 3) the misconception that innovation is all about “big bangs” or grand ideas.

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2 Evidently, therefore, there is widespread support for the need to recapture the true meaning of the term innovation in order to apply it for the ends to which it was originally intended.

Secondly, the innovative process is kick-started by the need to solve a problem. In the current business world, the model of conducting business and pursuing innovation appears to be pushing the problem out of view, thereby making the strategies employed ineffective. The first strategy of enhancing the efficiency of the innovation process is specific goal-setting. A specifically set goal includes the metrics that will be used for evaluating the progressive success of the strategies employed and the procedure for re-assessing and modifying those strategies. In this regard, Hagel III and Engelbert (2019) posit that one way of improving employees' productivity is to be more specific on how success will be measured and the metrics that drive it.

Specific goals that can be easily measured for success are easier to pursue and attain.

As it has been mentioned before, the problem that is being solved is a central concept in the innovation process. Once one develops a proposed solution to the problem, they become overly concerned with the solution, so that they lose sight of what the problem was in the first place. To remain relevant and effective, the solution must always be tailored to the problem. To this end, if the methods and strategies employed to effect the solution are unsuccessful, it will be easier to identify the deviation if one is always focused on the problem at hand and the intended impact of the innovative process.

Lastly, Chang (2019) addresses the mistake of coming up with the wrong big idea. The terms with which modern culture discusses innovation create the impression that every innovative process culminates in developing a big idea. However, Chang (2019) suggests that part of innovation matches the correct solution to the problem that has been identified. In some

3 cases, the answer is not developing a new invention; rather, it may call for improving or adapting an already existing solution.

4 References Anthony, S. D. (2012, May 30). Innovation is a discipline, not a cliché. Harvard Business Review. https://hbr.org/2012/05/four-innovation-misconceptions Chang, A. M. (2019). Lean impact: How to innovate for radically greater social good. John Wiley & Sons, Inc. Hagel III, J., & Engelbert, C. (2019, February 15). Give your employees specific goals and the freedom to figure out how to reach them. Harvard Business Review. https://hbr.org/2019/02/give-your-employees-specific-goals-and-the-freedom-to-figureout-how-to-reach-them