Controls for successful innovations

Estimated reading time: 4-5 minutes. Is your organisation in need of more innovations? Research shows how successful entrepreneurial companies actively use controls to support their innovation processes. I will write more about these controls in future blog posts, but here are some initial thoughts. Two of the controls that have been shown to support successful innovation processes are organisational culture and organisational structure.


controls and innovation


Use of controls and successful innovations

Successful innovations are rooted in the organisational culture. One which is open, communicative, and diverse, in which employees are encouraged to try new things, has great potential to create more innovations. The management of a company should reward risk-taking, facilitate collaboration, and evaluate new capabilities that do not come from within the company. In so doing, these factors influence organisational culture and support successful innovation. One can, for example, give employees some time each week to work with their own projects; here, the project is assessed regularly, and failure is even expected – even expected.

Successful innovation processes can also be supported by the organisational structure. Many successful innovations are the result of occasional flashes of genius, or even pure luck. A method for creating processes to facilitate such coincidences is hard to find. Therefore, one can instead try to create ‘collisions’ of people, contexts, times, and locations, thereby enabling those flashes of genius (ideas for innovations) to occur. In addition, organisations need some form of infrastructure for capturing, concretizing and developing ideas, and presenting them to the decision-makers. The innovation process is also facilitated by keeping the initial development of ideas open to the many stakeholders. The reason is this approach makes good use of the positive aspects of diversity in employees’ abilities. Often, it is someone who is not a part of the daily operations or in the specific process who offers that decisive flash of genius.

With careful guidelines for the development of ideas, and support systems, employees can do much of the crucial groundwork for successful innovation that management boards nowadays often lack the time to carry out.

Joakim Wahlberg

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