Background

In our expert work and in the corporate case studies prepared for this volume, we have come across examples where a small group of companies holds regular project meetings specifically for the purpose of exploring development ideas and supporting their implementation. Both managers and their employees participate in these discussions related to continuous improvement (Kaizen). Improvements based on the Kaizen philosophy are typically small-scale and gradual, but the Kaizen process yields dramatic results over time. In contrast to Japanese and Far-Eastern management, Western managers try to push for innovation, significant technological breakthroughs and major changes resulting from the latest management concepts or production techniques. Unlike Kaizen, innovation is dramatic and truly eye-catching. The Kaizen process, which can be implemented with common sense and at low cost, ensures gradual development with low risk. In contrast, innovation results in dramatic performance improvements or revenue growth as a result of large-scale investment in new technologies or tools. However, innovation is expensive, costly and risky, and Western business leaders tend to be impatient, which is not always encouraging and motivating for employees (Imai, 2012).

 

Goal(s)

In order to implement a corporate strategy that aims at more significant and radical innovations, it is worth developing processes that differ from the established suggestion or idea management systems. This is particularly true in cases where the objectives of development projects go beyond classic Kaizen goals, namely time and cost savings, product quality improvement, making work more efficient or safer, or facilitating work processes. Brainstorming or innovation group methods can help to identify the focus of innovation and define larger-scale development projects.

 

Target group(s)

It is advisable to involve middle and senior managers with many years of practical experience who have a developer mindset and often have suggestions for the future, many of which have already been successfully implemented, in the generation of innovation ideas and the definition of innovation projects. In addition to successful implementers, it is also worth involving developers and leaders with long-term vision who are known for their critical approach.

 

Brief description of the method

An innovation idea group/circle typically works effectively with 6-10 people who meet at regular intervals to discuss their experiences gained in the meantime in relation to the progress of projects or project initiatives related to the innovation goal set by the corporate strategy or senior management. This type of innovation group/circle is similar to a corporate strategic project management meeting, but with a focus on innovation. An internal or external facilitator may be used to keep the discussions on track.

 

 

The planning and supervision of larger-scale innovation programmes can also be assigned to the innovation group/circle. The first task of the group of middle and senior managers from different fields and with different mentalities is to formulate the innovation strategy or goals. To define this, the following questions must be answered:

 

The group's next task is to identify opportunities for innovation, which they will do by discussing the following types of trends and exploring the associated opportunities for innovation:

 

Several workshops may be held to gain a deeper understanding of the above trends and discuss the innovation opportunities identified. Once the innovation directions have been established, the members of the innovation team gather further information by studying the relevant markets, technologies and potential competitors, and then discuss their findings together. After that, you can even hold a brainstorming session with a wider group of participants to make sure that the innovation pilot projects are determined based on the broadest possible input, and management will allocate a budget for their implementation.