A Quote by Patrick Dixon

The paradox of innovation is this: CEO's often complain about lack of innovation, while workers often say leaders are hostile to new ideas. — © Patrick Dixon
The paradox of innovation is this: CEO's often complain about lack of innovation, while workers often say leaders are hostile to new ideas.
All too often, a corporate innovation initiative starts and ends with a board meeting mandate to the CEO followed by a series of memos to the staff, with lots of posters and one-day workshops. This typically creates 'innovation theater' but very little innovation.
Not only do innovators have to deal with all of the fundamental challenges of innovation, they have to do so in an environment that often is implicitly hostile towards innovation.
While leaders spend considerable time and effort trying to envision markets and pushing out innovation, empathy can often generate simple, yet breakthrough ideas.
There's a huge misconception that innovation is mostly about inventing or coming up with cool new things. More often than not, innovation is about figuring out what people really need or want but can't have or afford.
Because the process of innovation often relies heavily on the combining and recombining of previous innovations, the broader and deeper the pool of accessible ideas and individuals, the more opportunities there are for innovation.
Innovation is a subset of creativity. Innovation often deals with product launches and is often relegated to the C-suite or to heads of R&D departments. Innovation requires creativity, but creativity is something that is much more broad. It applies to people at all levels of an organization. Today, we all are responsible for delivering "everyday creativity". Small creative acts that add up to big things.
The trouble with much of the advice business gets today about the need to be more vigorously creative is that its advocates often fail to distinguish between creativity and innovation. Creativity is thinking up new things. Innovation is doing new things... The shortage is of innovators.
Why is it that, when we want to think outside the proverbial box, we often put ourselves in one? We gather our team in a conference room, plaster the walls with sticky paper, and wait for the ideas to flow in a stream of marker scribbles. How often has your quest for innovation peaked at renovation - new dressing on old ideas?
One of the things that slightly annoys me in business is that we use words like innovation. Young people often think innovation is about doing something new, but actually it's not. It's about doing something better than your competition.
I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company.
Creativity is the generation and initial development of new, useful ideas. Innovation is the successful implementation of those ideas in an organization. Thus, no innovation is possible without the creative processes that mark the front end of the process: identifying important problems and opportunities, gathering relevant information, generating new ideas, and exploring the validity of those ideas.
Innovation often starts with the ordinary. They simply took what was "normal", and added a twist. They added an innovation. The innovation solved a key problem of the "normal" use case that we all already understood.
Philanthropy is often seen as society's risk capital. That means the onus is on philanthropists, nonprofit leaders and social entrepreneurs to innovate. But philanthropic innovation is not just about creating something new. It also means applying new thinking to old problems, processes and systems.
Most people believe a new idea must be fully baked and ready-for-primetime. That is like saying a newborn child should have a college degree and be self-sustaining on day one. Like children, new ideas need to be nurtured, shaped, and protected. People often hold back ideas since they are not ready to defend sharp criticism. Companies that celebrate "creative sparks" and reserve judgment while ideas mature are the ones that enjoy significantly more creativity and innovation.
Big companies have trouble with innovation. Innovation is about bad ideas, or ideas that look like bad ideas. That's the fundamental thing.
The trouble with innovation is that truly innovative ideas often look like bad ideas at the time.
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