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Innovation Information |
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Innovation Management: Trying Out New Ideas
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted. As innovation is characterised as a break with the past, it is useful to analyse the potential take-up of new creations. These categories apply to organisations as much as people. One useful model is Rogers Curve. It identifies five types of users: a) Innovators - 2.5% of the population; are prepared to invent or try something new, high risk takers, accept high levels of uncertainty and imperfection. b) Early adopters - 13.5% of the population. Opinion leaders, will try out new ideas but in a careful way. c) Early majority - 34% of the population, will wait until innovations are tried and tested and can see the benefits. d) Late majority - 34%, risk averse, cautious and often sceptical. e) Laggards - 16% of the population, parochial, insular, resistant to change and suspicious. These topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com. You can also receive a regular, free newsletter by entering your email address at this site. You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained. Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com
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