To innovate more effectively, organizations need to do two things:
All four styles are necessary for innovation. Understanding which employees fall into which style enables an organization to manage their innovation efforts more effectively. However, in our experience, most organizations are lacking in some innovation styles — particularly generators — and we will be providing steps to help overcome this deficiency.Generators find new problems and ideate based on their own direct experience.
Conceptualizers are most common in jobs where understanding the definition of the problem is vital, such as organization development , strategic planning , and market research . Conversely, conceptualizers are rarest in operations , technical support , and project management .Optimizers evaluate ideas and suggest solutions. They prefer to systematically examine all possible alternatives in order to implement the best solution among the known options.
Implementers are the most common innovation style, representing 41% of our survey respondents. Thirty six percent of executive managers are implementers, but are about as common among non-managers , supervisors , and middle managers . To improve innovation, managers will first want to ask: During which stage of the innovation process do our teams get stuck? Next, managers will need to identify and amplify the missing innovation style that’s needed at that stage. For instance, during a field experiment in a Google hackathon,that agile practices stymied innovation because they focused teams on the implementation phase of the innovation process, rather than the idea generation phase.
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