That risk is why I latched onto a few contrarian ideas I heard at last week's InformationWeek CIO Summit, held as part of this year's Interop event in Las Vegas. Our Summit brought together a dozen original thinkers to discuss practical innovation efforts at their companies. Here are five innovation ideas that jumped out at me.
1. Start With Internal IT Projects.
My first thought would be to start innovation efforts with business-facing projects, whereby the IT organization can dazzle its peers outside IT. But when Union Pacific CIO Lynden Tennison started a program called Innovation Station, to crowdsource innovation ideas from employees, he focused first on IT staff and internal IT projects. Tennison wanted projects he could green light without having to win over the COO or any other business unit executive, and he wanted to make sure this process actually worked to produce useful ideas before introducing it to other company departments.
[ Companies are paying less these days for crowdsourced ideas. Read As Innovation Competitions Grow, Prize Money Shrinks. ]
Here's one way it did. Union Pacific has installed "hot box" sensors that let railroad look for problems on the wheels of its trains before those wheels fail, and one of the pros on the company's IT team saw a way to eliminate many of their false positive readings. Tennison turned the staffer loose on the idea, appointing an executive mentor and providing access to the systems and team that analyze those readings. A false positive costs real money by forcing UP to pull a train off the track or even just slow it down. The fix worked and saved the railroad about $10 million, says Tennison, who's now looking to extend Innovation Station to other business units.
2. Don't Accept The Inevitability Of Failure.
ADP CIO Michael Capone isn't afraid to take a risk. He set up an innovation lab, tearing out the cubicles in half a floor of ADP's New Jersey headquarters to set up an open office environment. In addition to hiring about 30 full-time innovation specialists, Capone regularly takes people out of their daily IT roles to do short-term tours in the innovation lab.
What he didn't do is turn the innovation group loose on blue-sky, futuristic efforts. It's focused on getting something operational in six to eight months typically. "People say in order to innovate you have to fail," Capone said. "Well, my CEO doesn't buy that."
Setting the culture around an innovation group is tricky. If you're taking risks you'll have some that don't work out. Many leaders try for a "fail fast" approach -- to set short time frames so new ideas don't turn into year-long science projects. Capone knows some things will fail, encouraging people to think differently and experiment, but he's setting a more practical and short-term tone than most other company innovation labs.
3. Consider Alternatives To Thumbs Up, Thumbs Down Crowdsourcing Voting.
No idea in its initial form is a blockbuster. It takes back-and-forth refining to make a spark of an idea valuable, and "voting isn't collaborative," said Todd Dunn, Intermountain Healthcare's director of innovation.