This is an absolute must-see animation about what motivates us.

Working as CXO, and with CXO`s on innovation efforts, it`s quite interesting to discover the differences in impact when CXO`s partake in innovation efforts. Now, nobody would probably argue the importance of CXO`s backing innovation efforts – but is that enough ?…or do we actually only want the backing – and not the “interference”..? Most CXO´s talk the talk – and more and more walk the walk…I have tried to frame the different types/degrees of CXO involvement – and the upsides and downsides, that I have experienced;

1. The ivory tower CXO
- Talks the talk – but barely backs up the efforts, and won`t let anything pass without his/her approval. Puts up a lot of control mechanisms, and allows “over management” to kill the innovative culture. Total stranger to OI, keeps ideation and staging in control via only using small groups and outside “experts” – or close inside ones. Downsides are…obvious. Upside are….he will probably be up for retirement soon.

2. The “short term results” CXO
- Engages and cultivates the efforts well – but are only focussed on short term results. This can be quite good if efforts are put in innovating on processes, improvements, cost reductions ect. – but a pitfall if going for new products and services. Typically a Lean practitioner – without the knowledge of conducting longterm innovation. Upside are…great short term results. Downside…no space/backup for longterm efforts.

3. The “closed circuit” CXO
- Backs, engages and cultivates innovation – however nothing ever comes into play! By creating a “closed circuit”, ideas and innovations circuit within, being tested rigorously, discussed at countless brainstorm sessions, dragged through endless spreadsheet maneuvers only to get from a good idea to; ” I just think something better has come up”…Upsides are…at least he`s enthusiastic – and will probably listen to critics. Downsides are…maybe he is just enthusiastic – and not a listener.

4. The “Traditionalistic” CXO
- Every year for 14 days, employees competes for “Innovative Employee of the Year”…it´s a tradition, and have been for many years. Believes that one short period every year, employees will cast everything aside to partake in winning that awesome silver plated trophy and the Ipod! Creativity, collaboration and ideation on demand! Upsides are…right intentions are present. Downsides are…tradition is hard to break.

5. The “silent” CXO
- Backs innovation with funding, staff, outside consultants, software – the works!…then slips out the backdoor, letting “the system” run without fueling it with repeated presence and interest. Upsides are…you are in innovation heaven – for a while…Downsides are…hell is just around the corner.

These are just a few “types” that I have stumbled upon – but they are quite typical and representative of what I still meet out there. There are probably more “types” – so feel free to add to the list – or do let me know if I am all wrong;-)

We have made this infographic to give you a great overview of the whole Idea Exchange ecosystem.

We would love to hear what you think about it.

Click the picture below to get a large version or click here to download it.

We finally got around to create a Facebook Page for Nosco

We hope you would like to connect with us on Facebook.

Many innovation efforts never succeeds, despite all the good intentions, management buy-in and proper funding…..Why?…..reasons can be many, but the most significant that I have experienced is;

1. Over managed projects
….Too many managers involved, bringing in too many opinions and hidden agendas using their managerial status to hinder progress.

2. Complexed flow structures
….Making the innovation flow structures too complex for audiences to comprehend, leaves contribution to be made by the few – thereby not harnessing the diversity of knowledge, from the many.

3. Restrictive policies
….No, you do not need to protect your IPR as if it was the holy grail – if this really is mandatory, then focus your broad innovation efforts on process improvements, cost reductions, CSR, ect. instead….and continue developing your highly secret game changing device, in the catacombs of your Alaskan deep undercover R&D facility.

4. Communicative chaos
….Be systematic when spurring and cultivating innovation – don`t expect your innovation ratio to hit the roof, just because you`re the gutsy CEO proclaiming that innovation is the core of your company…..Yes, you have talked the talk – but walk the walk as well, and make sure that systematic channels are present all the way from ideation to launch.

5. Reaching for the stars
….Why ?…..Start out by picking the low hanging fruits instead, giving you instant success – then patiently build your rocket to reach the stars and beyond.

By now you`ve probably guessed the meaning of the headline; Keep It Simple Stupid…

Let simplicity and a practical approach be your mantra´s, when leading your innovation efforts – and stick to it!

Some of the simple and practical things you can start doing tomorrow are;

- Assess if you have any of the above 5 innovation diseases – and stop it!
- Make someone in charge of innovation
- Start scouring for the low hanging fruits – ie. list your challenges – and pains!
- Ask whether your company is considered being innovative….and ask widely!…amongst your employees, customers, partners, family & friends (don`t ask your dry cleaner – these guys haven`t seen innovation since they emerged…apart from their pricing off course!)
- Make a plan!….How should the journey from idea to launch work in my company?
- Be realistic!…Respect your strategies by letting them be the drivers of innovation.
- Search for tools, methods, software and consultancy – but only the ones that has the KISS approach!

This should be your outcome;

Everybody knows where to post ideas, and collaborate on others ideas.

Everybody knows the process from idea to launch.

Everybody knows that spending time being innovative is part of the job.

Everybody knows that innovation is simple, practical and profitable.

And the last “Everybody knows…..your successes” – sharing is caring, and is the fuel to keeping your innovation efforts repeatedly successful.