You know the cliche about doing the same thing expecting different results: It’s a wasted effort.
However, is it just as bad to expect only hyper-specific results from any business practice? Sure, some will provide generally given based on test-proven practices—a new marketing campaign will increase brand awareness, which will generally increase revenue—but results from new, novel business practices can vary.
Most obviously because they’re untested—and that doesn’t put management at ease.
Despite the importance we place on organizational innovation, many are worried that the repercussions of trying new processes and products out, such as slow ROI or poor economic timing.
While it’s hard to expect buy-in from management in your organization has never set an innovation precedent, and if they’re expecting certain results, you can prove the validity with a number of steps.
Obviously, you’ll be presenting your idea to leadership, but understanding their values, their goals for the company, and which markets they’ve shown the most interest in can help you prepare a stellar presentation.
Taking the initiative to set up a meeting with leaders shows that you believe in your idea, which brings us to tip two.
What issue does your idea address? Is it a long-running one that desperately needs to be taken care of? Is it one where other solutions have tried and failed—even those supposedly time-tested solutions?
Do the market research and, if possible, your own data collection to prove that what you’re presenting has validity from all sides: It’s a cost-effective solution, a doable if unpracticed one, and a solution that can improve your organization’s bottom line—on average, to the tune of $500,000 a year.
What better way to receive buy-in from leadership than telling them that your idea is not solely a personal creative endeavor, that it’s a viable solution to a prevalent organizational issue?
Leaders often want employees to take a more active role in the workplace, but employees feel that their input gets ignored. Having an easy-to-use platform to share ideas will help from both ends: Employees feel they’re being listened to, and management has to reason not to pay attention.
What do you think? Would you rather keep an open mind when trying new things with your innovation program—as the concept of innovation implies—or do you want expected results from a new process?