Innovation
Has the word “innovation” been overused over the last 10 years? In my opinion, it has, and because of this, it has become a generic word added into everyday dialogue and most corporate presentations. While it might be overused, at its core, it is a skill that, when nurtured, can set people and organizations apart. So let's talk innovation!
In my Jan. 25 blog, I introduced categorizing skills as either durable or perishable and our Lethbridge College Centre for Teaching, Learning and Innovation's (CTLI's) work on student core competencies. CTLI describes core competencies “as soft skills, life skills, professional skills or employment skills," and innovation made their list along with critical thinking, communication, teamwork and collaboration, problem-solving, global citizenship, and career and personal development. But what is innovation?
CTLI describes innovation as encompassing experimentation, creation, imagination, risk and entrepreneurship. It involves investigating challenges, typically searching for a method, opportunity, idea or product/service where none existed before, or using something in a way it has never been used. IDEO defines innovation as the ability to generate and execute new ideas—incremental, evolutionary, or revolutionary—and it starts with creativity. In a world of rapid progression, the ability to innovate becomes paramount to survival and sustained success. As the world changes, we must adapt to stay relevant.
As I was pondering the topic of innovation, I started by thinking about what gets in the way. I was driving while thinking and noticed that I naturally take the same route home daily. It is as if I am on autopilot. Habits are a fascinating topic. Some are good, and some are not. Some are intentional, while others are unintentional. Habits are hard to break and often create internal comfort. Our love-hate relationship with habits can inspire us to change or stop us from making a change. Habits and aversion to change are two things I often see getting in the way of innovating. So, what type of environment does one need to feel safe in challenging our habits and embracing innovation?
Vision and Culture
So many things within healthy organizations come down to creating energy through having a clear vision of where we are going. It's a big part of culture. An article on innovation from KPMG states, "we estimate 70 per cent of the impact to culture comes from leadership decisions, guidance and modelled behaviours, while the remaining 30 per cent is driven by elements such as training and engagement programs." If the vision and culture of leadership support innovation, we've got a great start. Next, we must create the safety needed to experiment and fail.
Experiment and Fail Forward.
I'm lucky to work with the talented folks in our Research and Partnerships area at Lethbridge College. As I think about the mindset of a researcher, I can't help but think about the unique perspective they bring to their work. Research is often based on the premise of testing assumptions with experiments. They go in with an open mind that supports the idea of failing forward. Each experiment uncovers new information with which they continue to iterate. Their work embraces the reality of failure as they charge ahead into new territory.
My experience within the corporate world is that we often squash experimentation in favour of safety. In some cases, we create cultures where failure is not an option, and your job is on the line. We've seen the challenges of safety-based cultures where entire organizations are left behind as their industry or segment advances through innovation. We must create the safety to take calculated risks if we want to lean into innovative cultures.
Making Space
Lastly, as CTLI points out in their definition, innovation takes creativity and imagination, which takes space. I've been fortunate to have incredible jobs, and as I have progressed in my career, I've noticed the pace is continually picking up. The job demands do not allow much space for creativity and imagination. I instinctively know that to be our best, we must constantly innovate, and therefore I am intentional about creating space. It is not easy! There is natural guilt involved in setting time aside to play, ideate, think, etc. In fact, at times, it feels counterintuitive. Do it anyway, as it is worth it. When I honour the need for space, something great always flows.
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