Here’s what’s NEXT on Jesse Jackson’s Tech Inclusion Agenda

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Since the Reverend Jesse Jackson, Sr. got most of the top tech companies to reveal their employment diversity numbers this summer, he has set his sights on the next steps: getting tech companies to agree

16 Secrets to creating Innovation

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Innovation is the buzz word of late. Every start up claims it is innovative and inventive. But what is it really and what are the elements of innovation.

The Shuuk.com came up with a list of 9 traits of innovative people that is quite accurate:

1. Risk Taking: You are willing to take risks when you think it’s the right thing to do regardless of the consequences or outcomes or if you have approval from others
2. Experiential: You tend to learn lessons by taking action and value real-world results over continuous planning and preparation
3. Collaboration: You recognize that it takes a village to bring an idea to life and prefer to connect and work with others when taking ideas forward
4. Ambiguity: The messier and more undefined the situation the better you do.
5. Tweaker: You aren’t quick to judge something a failure and set aside. Instead you like to edit and evolve things until you get it right
6. Futuristic: You put more emphasis on what’s possible in the future versus what’s happened in the past
7. Inquisitive: You are always challenging assumptions and rarely take things at face value
8. Imaginative: You don’t need all the facts and prefer to fill in the blanks with creative thinking and never done before ideas
9. Instinctual: You trust your gut to make decisions and are often quick to respond based on what you feel about

For organizations, it will take institutional heads to change their mindsets in order to foster innovation.

“Everyone says they want innovation in their organization, but when an ambitious employee offers it to a CEO, for example, the idea is often shot down, says Dr. Neal Thornberry, faculty director for innovation initiatives at the Naval Postgraduate School in California.

“Senior leaders often miss the value-creating potential of a new concept because they either don’t take the time to really listen and delve into it, or the innovating employee presents it in the wrong way,” says Thornberry, who recently published “Innovation Judo,” (www.NealThornberry.com ), based on his years of experience teaching innovation at Babson College and advising an array of corporate clients, from the Ford Co. and IBM to Cisco Systems.

“Innovation should be presented as opportunities, not ideas. Opportunities have gravitas while ideas do not!”

Thornberry outlines a template for innovation that work:

• Intention: Once the “why” is answered, leaders have the beginnings of a legitimate roadmap to innovation’s fruition. This is no small task and requires some soul searching.

“I once worked with an executive committee, and I got six different ideas for what ‘innovation’ meant,” he says. “One wanted new products, another focused on creative cost-cutting, and the president wanted a more innovative culture. The group needed to agree on their intent before anything else.”

Infrastructure: This is where you designate who is responsible for what. It’s tough, because the average employee will not risk new responsibility and potential risk without incentive. Some companies create units specifically focused on innovation, while others try to change the company culture in order to foster innovation throughout. “Creating a culture takes too long,” Thornberry says. “Don’t wait for that.”

• Investigation: What do you know about the problem? IDEO may be the world’s premier organization for investigating innovative solutions. Suffice to say that the organization doesn’t skimp on collecting and analyzing data. At this point, data collection is crucial, whereas brainstorming often proves to be a waste of time if the participants come in with the same ideas, knowledge and opinions that they had last week with no new learning in their pockets.

• Ideation: The fourth step is also the most fun and, unfortunately, is the part many companies leap to. This is dangerous because you may uncover many exciting and good ideas, but if the right context and focus aren’t provided up front, and team members cannot get on the same page, then a company is wasting its time. That is why intentmust be the first step for any company seeking to increase innovation. Innovation should be viewed as a set of tools or processes, and not a destination.

Identification: Here’s where the rubber meets the road on innovation. Whereas the previous step was creative, now logic and subtraction must be applied to focus on a result. Again, ideas are great, but they must be grounded in reality. An entrepreneurial attitude is required here, one that enables the winnowing of ideas, leaving only those with real value-creating potential.

“Innovation without the entrepreneurial mindset is fun but folly,” Thornberry notes.

• Infection: Does anyone care about what you’ve come up with? Will excitement spread during this infection phase? Now is the time to find out. Pilot testing, experimentation and speaking directly with potential customers begin to give you an idea of how innovative and valuable an idea is. This phase is part selling, part research and part science. If people can’t feel, touch or experience your new idea in part or whole, they probably won’t get it. This is where the innovator has a chance to reshape their idea into an opportunity, mitigate risk, assess resistance and build allies for their endeavor.

Implementation/Integration: While many talk about this final phase, they often fail to address the integration part. Implementation refers to tactics that are employed in order to put an idea into practice. This is actually a perilous phase because, in order for implementation to be successful, the idea must first be successfully integrated with other activities in the business and aligned with strategy. An innovation, despite its support from the top, can still fail if a department cannot work with it.

 

There you go. Good luck implementing these suggestions.

Google reveals worst kept secret: That mainly White Males work there, but what now?

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For the first time ever, tech giant Google emerged from its shame of being a nearly 100% white male to confirm what many already knew: that its workplace is almost 100% white male.

The company,