Creating a Culture of Innovation to Sail Through Challenges

have made the environment so very competitive and this has come in from
globalization, technological innovation, customers, employees,
consultants , competitors , shareholders and vendors. Further, these
organizational challenges can be either a technical one related to a
product or service feature, a marketing challenge on how best to
increase market share and revenue, an operational challenge of creating
better strategies or management tactics or improving employee
engagement. But to sail through these challenges requires a spirit of

can be defined as an organization’s ability to evolve repeatedly and
adapt rapidly to enable them to stay ahead of the competition. In other
words, the organization’s ability to innovate rests on its ability to
identify and solve challenges. The innovation process begins with the
focus on the right challenges. This is followed by finding ideas from
employees, customers, consultants and vendors with the help of
crowdsourcing software to solve the challenges and finally implementing
the best solution. However, with no dearth of challenges, idea
management services from leading service providers take the organization
through the innovation process.

However, a culture of innovation
besides new ideas, needs to be repeatable, predictable and sustainable.
The Tata group of industries known as the Indian powerhouse, with its
117 year old history of many firsts, made innovation its priority to
survive and thrive through the global economy when India’s long
protected economy was opened up. By putting innovation into the DNA of
the industry’s structure, the chairman of the group made every employee
an innovator. The results – 15 enterprises under the banner, which
included Tata Consultancy Services that came up as a leading IT services
and outsourcing company, with an annual turnover of around $6 billion
and the other innovation product was the Tata Nano car -an affordable
four wheeler for all sections of people.

further on creating a culture of innovation within the organization,
Tata Group Innovation Forum (TGIF) was formed with a 12-member panel of
senior executives and CEOs. However, the executives at TCS worked on
crowdsourcing methods to generate incremental innovative ideas from the
employees. Idea management implementation then took its turn through
global innovation labs and leading-edge research centers focused on
specific technology areas.

Another great innovation is that of
the American Society for Gastrointestinal Endoscopy. With an aim to
provide new product and services to the public, they created a culture
of innovation within the society. With idea management software as the
framework for discipline and innovation, ASGE managed all new ideas from
staff, board members and key personnel. The outcome was a drastic
reduction in risks and pricing with marketing and organizational
readiness. Today with 12,000 members and 40 employees, ASGE stands out
as the world class endoscopic training and practice center fostering
best of the endoscopic research. The right culture of innovation can
thus give an organization the nimbleness and ability to sense the need
for change and respond to it giving them the required competitive edge.