Operational efficiency is clearly ahead in idea implementation, while sales and marketing, sustainability and better customer experience count for more than half of all the ideas implemented. By dissecting the innovation challenges that performed the worst – and excluding extrinsic factors such as a weak system of incentives and feeble, meagre or uninteresting communication – we note that these challenges tend to be:
a. Unfamiliar or distant from people’s everyday work and needs;
b. Detached from current business strategic alignment: This may happen, for instance, if you launch a challenge focused on anticorruption, social inclusion or ecosystem protection, but your company has never, in your daily practices and initiatives, really shown interest in such themes;
c. Too technical for the target audience: Both technical and business jargon has the power to dismiss and demobilise larger parts of your audience;
d. Too abstract: Remember that, the wider the scope, the more people tend to submit ideas that are irrelevant for your business;
e. Too narrow: Yet, if you completely limit the scope, you may miss some relevant insights;
f. Ambiguous or difficult to understand: Linguistic complexity, such as unclear or complex sentences, may make you lose your audience’s focus and attention.
One of our clients suggests as well that “communication is important, but, if you find it is too important, then all the rest is poorly structured. You cannot feed a fire just with straw. . . Guidance on how to write a good idea must go well beyond mouseover suggestions.”
Also, remember that, even if you map the right tools and needs, other factors can still undermine the success and participation in your innovation programme. For instance, you should not expect highly engaging initiatives without first planning and rolling out an appropriate communication plan, as well as adequate awards, recognition and implementation mechanisms. In the next posts, we seek to give you a hand in establishing and structuring your innovation challenges.