Why is it that 80% of business leaders feel that innovation is vital to survival yet only 4% feel that they are doing anything about it?
Organisations and their leadership teams typically view innovation at another level… something abstract. Imagine viewing it as a ‘what to do?’; how can we, as an organisation, behave differently?
Too often executives may think that they are coming up with really good and novel ideas – where in fact they are simply variations on an old theme. Whenever one comes to a make an important management decision it is imperative that considerable attention in given to defining the problem correctly.
The rapid change in the business environment brought about by technological innovation, socio-cultural development, economic fluctuations and other factors means that there needs to be an overall understanding of what is going on.
Decision-making and problem solving both rely on the supply of information in order to make logical choices. Oftentimes defining the problem itself and coming up with ideas that represent viable alternatives for consideration pose considerable difficulties. This leads me to suggest that leaders need to foster a culture of Divergent Thinking.
During our consultations and during our implementations of Social Business Software within organizations, we typically see a number of standout issues:
- Organisations, on the whole, are terrible and communicating;
- People compete rather than co-operate with each other;
- People fail to work as cross-functional teams preferring to stay in organisational silos;
- Meetings are unproductive and lack any formal innovation programmes and techniques;
- Organisations, typically, are unwilling to consider external and fresh perspectives.
If you believe that there is a fresh way to look at things, that real change can and will lead to more innovations within your businesses through the implementation of Social Business Software then consider doing the following:
- Institute an innovation programme that is framed as part of a marketing plan or a corporate strategy;
- Implement a reward system for innovation;
- Create a budget for innovation to build an ecosystem that drives creative problem solving;
- Seek ideas from outside the organisation through the creation of external Social Business Communities that engages your customers and suppliers;
- Getting the leadership teams to clarify the mission, vision, core purposes and core values to the enterprise on the Social Business Software Platform;
- The leadership teams need to communicate frequently with the rest of the enterprise;
- Share skills and knowledge within the Social Business community.
- Make meetings more productive:
- Meetings are necessary and if done properly can be productive and energetic. By having discussions through event creations on a social business software platform, one gets to be more prepared.
- You get to set goals and make decisions
- Start and finish on time
- Introduce a disciplined approach and keep to it.
Gys is the Co-founder and CEO of WyseTalk (Pty) Ltd. Africa’s leading social business software platform. Gys’s Masters thesis entitled ‘The delay of Social business Software in the Enterprise and its effects’ has won him international acclaim.