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August 02, 2008

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Jana Görs

That's a great discussion!

I agree. Idea generation should be seperated from idea selection. Because they are two very different processes with completely different requirements.

I also observed the tendency that managers want to prioritise ideas instead of generate ideas. The most absurd thing: Often there is at first an idea management system ... and no plan to fill it with ideas!

The top three things I'm missing in the first phases of the innovation process (idea generation):
* A well-defined strategy that defines which ideas are needed (product ideas, business opportunties, ideas for advertising, ideas for improvement...).
* Quality criteria that define which attributes of ideas are most important.
* A system for clustering ideas according to your strategy.

In my opinion (I'm being provocative now!) the problem in idea generation is that nobody thinks about the desired outcome. The consequences: There is no strategy, there are no quality criteria ... and in fact no plan for prioritising ideas ... and in the end there are no good ideas!

My conclusion:
Idea generation is one of the most important parts in the innovation process. Without ideas there is no need for an innovation management system. But you have to describe which ideas you will need and design the generation process accordingly. Then you will get your desired outcome.


Best regards
Jana

Drew

Jana, your comment addresses the main theme of the blog: companies need to learn to "innovate on command" before they worry about all the other aspects of innovation management. Fortunately, there are highly effective methods to ideate systematically.

I also note your comment about the need to describe the kind of ideas the company will need. I agree with this, too. Take a look at the post, "Innovation Follows Strategy" from February. I think it addresses this issue as well.

Thanks for reading the Blog!

Best regards,

Drew

Jana Görs

Thank you, Drew! I will look at your recommended post.

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