Before you cringe at the next crazy idea from the aunt who knows nothing about your business, think twice:
Companies that foster creativity and are open to new ideas report better financial perormance and employee satifaction than their non-innovative counterparts.
That's the evidence from a recent study by Synectics Corp., a Cambridge, Mass., consulting firm that specializes in innovation programs.
Yet, while many companies may preach creativity, few succeed in turning its practice into profits.
"Open-mindedness is in pretty short supply," says William Boggs, Synectics managing partner. "Companies can become victims of their own success."
The Synectics study, based on a survey of 750 executives from 150 U.S. companies, identified characteristics of companies which successfully use creativity and innovation to improve their competitive edge. The most successful innovative companies, called "stars" by Synectics, shared several characteristics. They:
* Are open to ideas from outside sources, such as customers and competitors. * Have chief executives that encourage creativity. * Encourage the contributions of people in different functions, and at all levels. * Use formal programs to generate ideas and solve problems * Spend time in meetings that actually produce results.
Much of the study confirms what people who have worked in innovatve environments have known for years. "Some worked. some didn't" Brandon says. "The flower festival is one that did."
Within eight weeks, the Epcot vision commitee developed the idea into a full-fledged international garden festival that is scheduled for April. "That came out of an idea that someone threw out and got tacked on the board," she says.
Disney World also works at making creativity bubble up and out. The company's "I Have An Idea" program encourage suggestions from it 35,000 employees, or "cast members."
Even the highest-ranking executives at Disney participate in the creative process. Innoventions, a new Epcot exhibit scheduled to open next summer, will feature futuristic products being developed by companies around the world. The idea came from Michael Eisner, Disney chief executive.
"Disney is so synergistic," says Pam Brandon, a spokeswoman for Walt Disney World in Lake Buena Vista, Fl. "We always have a team for something."
Brandon, for examle, is a member of what Disney calls a "vision committee" that has been working on new ideas and programs for Epcot, the futuristic theme park. The team has members from virtually every discipline; Imagineering (people who work on new product designs), operations, entertainment, food and marketing
The vision committee sets dates, makes decisions. "You have all the disciplines that could create a program," Brandon says. "You can leave a meeting saying you have an agenda."
Brainstorming in this group thus leads to action. Brandon recalls a session last year where they were tossing out ideas for new programs. "How about a flower festival? How about a wine festival?
Each idea was put on paper. Each team member selected one and came back a week later with a program plan.
Not every company is as creative as Disney, or a "star." Indeed, firms that Synectics call "spectators" have little use for innovation techniques. Others which it calls "seekers" may practice some of the innovation practices, but have not fully adopted them as a core value.
Regardless of the type of company you're in, it takes more that a good idea to turn creativity into bottom-line success.
The idea has to be polished; modified; and crafted into something that can succeed, given a company's resources and capabilities. It may be better to pick a so-so idea that can be executed well, says Boggs of Synectis, than a great idea with siim chances of getting done right.
"I've never seen a perfect idea when it was first offered," he says. "In the business arena, what matters is implemantation." |