Business innovation: from idea to execution

Innovation may begin with a fanciful idea, but ultimately it needs to be implemented in a down-to-earth way to reflect the value and significance of innovation.　　There are two key issues, how to achieve innovation, how to innovate. These two keys are a challenge for a company.　　In the new CNBC business Thinking Studio, there was a lively discussion of both issues. Kara Harris, managing director of Morgan Stanley, said that in the face of challenges, managers must first figure out who is the real parent of the business. "Your customers, shareholders and employees are your food and clothing parents," Kara Harris said. Careful thinking reveals that all of their goals are related to creating value. They all want to get value from you. Maria Matillome, the new business thinking host, added: "But they may think they have different needs for value." "Yparterners, chairman of the company, Hill Chase, said one thing is for sure, it's too late to wait until it's time to innovate," build trust with the parties as early as possible so that when you need them, they will understand it when you need to create value for them. " "In the context of mutual trust, customers, shareholders and employees are likely to be the source and performer of corporate innovation and beneficiaries."　　The two key questions about innovation are naturally solved. Employee involvement brainstorming in general, employees may be the least willing to innovate.　　They think that innovation can lead to too much risk, even ruin their job, or destroy their favorite part of the work. Sometimes employees hear leaders talk about innovation, and they might say, "Now is not the time." "In fact, what they need is not an appropriate time, but a little pressure and motivation."　　It turns out that proper guidance and encouragement of employee innovation will bring unexpected rewards to the company. Google's case may be the best evidence.　　The web search giant has become a part of everyday life, the company's name is even used as a verb, and its unique culture makes the company a synonym for innovation. "We create a creative environment, empower our employees and support their hobbies." "We have a ' 20% time ' concept for employees to have one day a week to do what they think is most important and want to do," Marissa Meyep, vice president of Google, introduced. "20% Time" This is a controversial approach, and some traditional people outside the company even think that Google has given up at least 20% of its productivity.　　But Google is "hell-bent" because it believes employees will use their initiative and independence to try new ideas that will make them happy and ultimately boost productivity. "It is impossible to have an aircraft carrier that adapts to global markets," said Nikos Orola, president of Google Europe, the Middle East and Africa. You must adjust according to every market. As people say, the key is the people you hire, the key is how to structure the business and make it work. "AuroraTo develop, expand and implement strategic partnerships for Google's ever-increasing number of users and advertisers.　　He is one of the key players in Google's global innovation, and Aurora's secret is talent. "We spend a lot of time making sure that we have the best people, that they don't feel boring and that they can be creative." Let them do what they want to do. "In fact, when companies invest in their employees, they invest in their businesses," he said.　　In this way, employees from corners can serve the emerging markets in their own right. How to let staff participate in innovation, Southwest Airlines founder Heber Kellech also has his own experience. "The best way to get employees involved in innovation is to tell them to do what you want to do, to enjoy it, and not to be afraid."　　"In the hard times, Heber Kellech created the Southwest Airlines model, which has become a classic case of education in major business schools." Despite being relegated to the second line, Kelleher is still feeling a lot about his career, "innovation is critical in difficult times." I want to emphasize the low price, the better service quality and the happy atmosphere.　　"The key to this is the involvement of employees." As a charismatic leader, Kelleher let subordinates believe that Southwest Airlines hired themselves not to want to work like robots. I want to keep myself in my work. "That will encourage people to innovate because they won't be afraid."　　"In the choice of talent, Kelleher and Aurora have a common preference, they are looking for intelligent, enthusiastic and dedicated staff." "We have a vice President Liango. "We look at the attitude first," Kelleher said. We value education, skills and experience, but we do not hire people who are profound but poorly minded. We will hire a person with less certificate but positive attitude. To build a team. Then we can fully release the energy. "The use of external resource staff is one of the sources of innovation, but borrowing extended innovation is one of the magic." Contact with partners, contact with external collaborators, and contact with consumers can lead to creative inspiration. Lanje Gurati, a professor at Harvard Business School and the Kellogg School of Business at Northwestern University, says: "Use the external environment to really take advantage of the scarce innovative assets you can have." In terms of borrowing extended, Herman Miller has its own set. As a leading office furniture manufacturer, Herman Miller's business is inseparable from innovation. However, Herman Miller does not hire designers directly, but uses external creative teams. The innovative approach led by Blaine Walker, the head of the company, sounded like a risk.　　But Blaine Walker is full of confidence. Beginning in 2004, Blaine Walker as president and CEO of Herman Miller Company. Since taking office, Blaine Walker has been listening to the ideas of employees and consumers, and constantly learning about the discovery and companyNew things. In the eyes of most people, design has always been the core value system and core technical support of office furniture company such as Herman Miller.　　However, like to set the long Blaine Walker of the family, but do not hesitate to give the creative design to the outside team. Blaine Walker's explanation is: "We are trying to find a broader network of creative designers to provide them with ideas." Our team actually asks around them to help them achieve their ideas. "To this end, Blaine Walker a vivid example:" We are like the conductor of the Symphony Orchestra, leading the orchestra to play wonderful music to the audience, but we do not play every instrument. "How to win the loyalty of extended may be a worry for a lot of people. They were also interested in borrowing extended, but they were hesitant. By borrowing Blaine Walker's own metaphor for the band, what is it about preventing competitors from employing the same musicians? After all, extended is not an exclusive resource, not a musician.　　If the design link depends on the extended, then its own uniqueness and the fate from where it? Blaine Walker, however, is not worried, saying that retaining extended and retaining staff is the same. "If you treat them well, let them feel that the company's great mission is enough to inspire them, they will think you are really willing to invest in them." And we stopped them. "Of course, Blaine Walker has reservations about decentralization," he said. In Blaine Walker's view, Herman Miller's uniqueness is that "we attach great importance to interacting with each other, from production, marketing, to research and design, and our in-house team really cares about, ' what is the big trend? ' What are we going to solve? ' Then we go to the outside creative team and let them give us ideas and solutions. "This means that Herman Miller has actually mastered the core issues through in-house team efforts before using extended resources, and then transformed the core issue into a practical innovation through extended innovative resources."