Today’s Innovation Can Rise from Yesterday’s Failure - Sun and Planets Spirituality AYINRIN
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We use this simple framework to determine the success of an innovative effort. It takes corporate will, a marketplace, and strategic competencies to succeed. In other words, successful innovation requires motive, means, and opportunity. Innovation efforts fail anytime they fail to deliver on all three of these domains strongly enough.
If you are engaged with innovation in any way, you see many more failures than successes. The good news is that successful innovation has enduring value. Failures tend to “fail” or to be abandoned relatively quickly. Yet the world does not stay still. The only thing we can be sure of is that things will change. Strategies change, leaders change, markets change and technology changes at a frightening pace.
Turn failure into success
The pursuit of breakthrough, game-changing innovation involves a significant investment in time and resources. In our experience, major opportunity areas often continue to exist for fairly long periods of time. Enterprises come back to them time and again, especially if they have failed to capitalize on them in the past. Each time, they begin again to explore and ideate all over again, generally either unaware of past learning or discounting past efforts because they did not lead to success.
We have been working with more and more clients who are developing a somewhat more enlightened view of past failure. It begins with an understanding of the original framework mentioned above. None of those domains remains in stasis over time — strategies change, leaders (and their related passions) change, markets develop, and technologies are created.
Understanding this framework provides enterprises with an opportunity to revisit past failures, compare them to today’s realities, and more quickly and efficiently leverage past “failed” concepts. Recently, we helped a client with an opportunity that had been on its radar for over a decade. After hammering out today’s criteria for success, we reached out to the organization globally for as many failed ideas as possible to reevaluate in today’s world. We solicited ideas that might fit regardless of where they were originally conceived, or for what geographic marketplace. Thousands poured in. Within just a few weeks, we had triaged those ideas using current information to identify three major new global platforms for development.
What changed in the allegedly failed ideas? The best parts of them were now altered and updated to take advantage of new circumstances. All three key domains were aligned: motive, means, and opportunity. And yesterday’s failure became today’s game-changer.
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