Why innovation has failed: mentality and culture determine everything

Innovation is a critical element for any business. But in the process of innovation, failure is almost inevitable. Most of the products have not been successful, most of them have not worked well, most have gone astray, and most startups have failed. No innovation or entrepreneurial activity can keep companies alive if they lack the right structure and operational blueprint to guide them in coping with change and challenges. The companies listed below do not lack innovation and new business models, but still suffer failures: 1. Blockbuster's mistake in 1985, Blockbuster opened the first store in Dallas. The company successfully adapted to the market transition from videotape to DVD, and soon became a household brand in the United States. But as Netflix and other small companies launch DVD-mailing and video-on-demand services, Blockbuster has failed to make rapid changes, and ubiquitous stores have turned them into huge "dinosaurs". Blockbuster has no choice but to shut down stores, resolve debt problems and follow market changes. At this time blockbuster unable to lead the market again. After South Korea's SK Telecom bid for Blockbuster failed, Dish receptacle completed a takeover of blockbuster, but eventually abandoned plans to transform blockbuster into a Netflix rival. 2. The first generation of Sony's Walkman Walkman entered the U.S. market in 1979 and became an essential tool for American life in the 80, just like today's ipod, ipad and iphone. Sony has become an absolute market leader in the fields of televisions, cameras and video cameras. Sony then began seeking to become an integrated group, dabbling in the film and music markets. However, this led to a slide in Sony's core product line. Smaller companies, such as LG, Samsung, Vizio and Apple, quickly overtook Sony and achieved greater innovation as Sony and its rivals moved from hardware to software. The fall of 3.Sun Sun was founded in 1982. Based on the streamlined instruction set SPARC processor architecture, as well as a range of excellent software products, Sun developed the leading servers and workstations to become the darling of Silicon Valley and prospered. Sun introduced the Java language in the mid 90. Java quickly became the industry standard, making Sun a market leader. But the bursting of the ". com" bubble has led to a loss of customers and a change in the way companies respond to technology needs. As PC performance grows stronger, demand for expensive sun servers is getting smaller. Sun was forced to shrink its size and was bought by Oracle in January 2010 at a price of 7.4 billion dollars. The failure of these good companies has led the industry to ponder the question of how to avoid similar doom. The problem is not as simple as it seems. Peter F. Drucker, the father of modern management, always likesHuan asks some basic questions, such as what we need to do, why we are here, and how we can do things better. For the complex challenges facing the enterprise, Drucker summed up 5 simple questions: What is the mission of the enterprise? -Who is the user? -What do users value? -What about our results? -What's our plan? For these 5 points, we can expand without exaggeration to: 1. Does the user really need your product? How do you know? 2. Can partners deliver everything you need in a low-cost way? 3. Is your organization ready to deliver the product? Does your technology and business team work around the plan? 4. Can competitors meet user needs in simpler, cheaper ways? Are you looking at competitors? 5. What may be wrong? In your organization, is everyone's voice heard, including the sound you don't want to hear? The first step in adjusting attitude towards innovation is related to attitude. You need to accept the fact that the world has changed and will continue to change, and the reason is often something unexpected and without warning. This requires you to understand the world in a whole new way. Changing the way you do business requires imagination and creativity. Innovative organizations demand the ability to see all new opportunities and threats, to accept events, experiences and activities, and to respond. It sounds simple. However, wise and successful leaders and large and thriving companies sometimes mistakenly understand the new situation or cannot respond to unfamiliar situations. If you doubt that, then you can read Sydney Finkelstein's book, "Why Smart managers fail." Over a 6-year period, the Dartmouth Professor studied 51 companies and interviewed 197 executives. His breakthrough findings include:-most of the failures occur in the process of corporate change, such as the formation of new joint ventures, coping with innovation and change, managing mergers and acquisitions, and addressing emerging competitive pressures. -Failure comes from 4 behavioral patterns: Executives ' ideas are flawed, leading to corporate miscalculation, unrealistic attitudes leading to false positives, and poor communication channels in the process of dealing with emergency information; Obviously, it's personal. In the future, we will only experience more and more important changes, and these changes will come at a very rapid pace. Such an environment requires us to have a clearer and more open attitude. Mentality problems there may be a variety of ways to build an innovative enterprise. But for every organization, the starting point is the right mindset: you have to anticipate all the problems that are difficult to foresee. Who could have foreseen that thin smartphones could replace bulky cameras and music players? Such a mindset must be carried out from the top down in the organization, and the leader must be exemplary. In a not-so-innovative environment, one might think of the following:-The last heavyweight launch failed and some people no longer appeared. -Our publicThe department is big and can't waste time on small things. -We want new ideas, but my salary only corresponds to the current job. -When talking about anything, I can't think of manufacturing and marketing. -We did well. After we reach the top of our existing business, try something new. -People will be lukewarm about these changes. -I made a suggestion last time, but it hit the wall. In fact, the innovations that bring great opportunities are often beyond what you and your co-workers know, and the threat is more than you think you already know. Cultivating cultural innovation culture helps enterprises to establish reasonable rules. and the understanding of mission and focus will be in the enterprise encounter unfamiliar situation, there is no ready-made rules to follow when the staff to guide the progress. Here are 6 reasons for the failure of innovation culture: 1. Lack of a formal innovation management framework and system. 2. There is no integration of innovative activities with the overall strategy of the enterprise. 3. No cross-cutting resources were allocated. 4. Not accustomed to establishing and maintaining cross-functional teams. 5. No information-driven decision-making mechanism has been established. 6. No measurement criteria have been developed. In the classic "Innovation and Entrepreneurship" book, Drucker points out that innovation is a subtle dance step between perception and analysis. The analysis needs to be based on a perception of change: "It requires you to be willing to admit that my knowledge is not enough to analyze, but I will find more information." I'll go out and look around, ask questions and listen to answers. "In an age of unanswered questions, the right question may be the answer." (Weifeng)