Will Your Innovation Level Drop In 2022? This Quiz Predicts Your Future

According to a study by technology company Citrix after two years of breakthroughs in the industry in the near future is projected an era of hyperinnovation. Will your innovation program destroy competition in 2022? Or is your strategy more like a game of following a leader?

As a futurist who has helped organizations anticipate change for nearly 20 years, I often assign a simple quiz to assess the innovative capabilities of a unit or an entire company. An organization of any size can use it, from startups to global corporations, but it must be completed by at least one person in a leadership role. From there, you and your team (s) can discuss the results and make a decision.

Start by answering the following eight statements “Yes” or “No”. Respond individually and strive for radical honesty in your assessments.

1. Whether we are remote or hybrid, there is clear evidence of a healthy dialogue between organizations, units and levels.

2. We hire people with different backgrounds, and most of our teams reflect different backgrounds, perspectives, and personality styles.

3. Our executives and staff are comfortable asking provocative questions that challenge the status quo.

4. Faced with unexpected challenges, our people demonstrate agility.

5. We are constantly looking forward to the decade ahead and incorporating future solutions into our innovation channel.

6. Failures and reasonable risk-taking are noted in our organization and management.

7. Faced with skepticism about an innovative idea or creative risk, our teams have shown resilience.

8. We closely monitor signals of market shifts and opportunities for innovation in areas that are related or unrelated to ours.

To calculate scores, use this scorecard for each answer:

· Yes = 1 point

· No = 0 points

If you counted 7 or more points, congratulations! Your organization creates the future, not just faces it. Your people demonstrate the skills and habits of an innovative workplace, ranging from C-suite to front-line workers. On any day that ends in “y”, employees challenge the status quo and ask unpleasant questions. Maintain the excellence of your company through training, identifying trends and publicly rewarding innovation efforts, whatever the outcome.

If your amount 4 – 6 points, your organization demonstrates signs of innovative thinking and activity. For the most part, teams challenge their assumptions and seek new solutions, but at least one “No” answer negatively affects aspects of your innovation plan. To eliminate weakness, take a deeper look at the behaviors or habits associated with your “No” answers.

Finally, if you killed 0 – 3 points, your company suffers from status quo syndrome. Your culture is characterized by negativity, complacency, and caution, ranging from your new employees ’obsession with the process to management’s hostility to risk. To restore the health of your innovation pipeline you will need to break down innovation barriers and open single business units. Start encouraging collaboration as soon as possible and pay attention to publicly celebrating acts of creative problem solving and reasonable risk.

After a deep breath (and after 24 hours) to process the diagnosis tell it to the innovation team along with eight evaluation statements. Now ask them to create theories why innovation efforts have stopped – along with their ideas of how to ignite it. Then schedule a remote meeting to discuss the reasons and decisions that need to be recorded on the virtual board. It is important that employees are leading this is a conversation about how to innovate more often and more effectively. Without their cooperation, this exercise will be interpreted as another annoying change imposed on them from above.

After discussing the viability of each decision in the group, vote on which one to implement – and do so immediately. Examples of solutions could include “publicly celebrating our biggest failure in innovation each month” or “developing skills through weekly scenario planning exercises” and “conducting virtual or personal happy hours that strategically bring together organizations that are otherwise disparate ». To encourage accountability, publicly assign tasks related to each decision, people, or team along with delivery dates.

Most innovative programs fail because they are unrealistic. Either they make too many changes too quickly, or there is no clear roadmap for successful innovation. Even if your organization got zero in my quiz, focus on building just three or four innovative skills or habits at a time, not eight. And don’t forget to give your team the resources and time to develop innovative traits that they currently lack. Innovation thrives in companies where leaders lead, managers are encouraged to challenge the status quo, and everyone is expected to be far-sighted.

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