Often confused are “continuous improvement” and “innovation,” as if one is merely the disciplined creation of order where there was chaos (e.g., by creating value streams with pull and standard work) and the other is the serendipitous inspiration of the blessed genius.
In fact, the evidence is that in the highest performing organizations, those that succeed by out racing their rivals, both CI and innovation are rooted in high speed, disciplined, consistent curiosity, inquiry, and problem solving.
The differences between the two may have more to do with time frame and scope and less to do with approach. In either case, the key issue is deliberating converting ignorance into useful knowledge.
Firms have to accelerate their speed of innovation to keep ahead of rivals, particularly as globalization whittles down in number and size the places free from intense rivalry. Innovation increasingly has to be a ‘team sport,’ engaging the brains of many, as the complexity and sophistication of systems increase beyond what small groups can manage on their own.
The result? Firms have to develop broad based, deep rooted innovative capacity at all levels and across all disciplines. My new article, “Innovation and Workforce Engagement in a High-Velocity World,” explores how.
I hope it, and the examples in my book, prove helpful in achieving success.
Best wishes,
Steve Spear
• “Innovation and Workforce Engagement in a High-Velocity World,” in Quality Magazine.
• “Leadership and Innovation in a Commoditized World,” e article on HarvardBusiness.Org
• Interview with Dr. Robert Wachter of Agency for Healthcare Research and Quality