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I’ve commented recently on the need to retain an innovative mindset to make the best of the current economic situation. In fact I’m certain that those who are creative at this time are building innovative businesses for the future.

But what about everyone else? I’m not really a TV watcher but One Reality TV genre has me facinated and is providing some insights. It’s the “business makeover” show. You know the type – Gordon Ramsey’s Kitchen Nightmares, Ruth Watson as The Hotel Inspector, and Tabatha Coffey’s Salon Makeovers. I’m sure there’s others.

I know that these are highly produced and edited for dramatic effect – BUT – they all have a common thread.

The Boss is always the problem.

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1. Understand why customers choose you and make that experience better.
2. Value every customer and put a value on every customer.
3. Provides value to the customers (note: this does not mean cheap!)
4. Builds good people and trusts them to deliver.
5. Invests in quality infrastructure, systems and processes.
6. Looks for ways to maximize revenue.
7. Watches the pennies.
8. Builds trusted relationships with experts and advisors.
9. Doesn’t do things just because everyone else does.
10. Doesn’t over complicate things (keeps it simple).

All these characteristics create an environment where the objectives of the business are clear, risks are managed, and opportunities for creative thought are encouraged, welcomed, and actioned. So, if you’re the Boss get your head around this list. And you can’t don’t blame the troops, they’re doing the best they can in environment you’ve created for them. Go set the example and they will follow.

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In a recent post I posed  the question:

Does “business” actually have the capacity to deliver on the innovation promise? (click to read)

Often, when a business wants to jump into the innovation lane their first stop is a brainstorming session. “Ahhhhh, not again” I hear you say!! (No wonder innovation is so toothless….)

Well you are not the only one who cringes at the thought. I’ve seen quite a bit of commentary recently on the subject. A good article that discussed the Pro’s and Con’s was written by Mark McGuiness at Lateral Action. Another more recent is from Business Week – Brainstorming for Better Business – which gives some real life examples of brainstorming in action.

From my perspectives Brainstorming is an effective part in a process, and should not be viewed as a singular isolated event. By this I mean that there has to be some type of “focus” prior to the brainstorming to make sure it addresses the right problem. This helps keep the ideation on track.

Following the brainstorming is evaluation and the same people need to be involved. This helps train the participants to think of future ideas within the evaluation criteria – thereby improving the quality and effectiveness of future sessions.Those that use brainstorming regularly and embed it in their working practices become effective at it, and find it valuable. Those who view it as a chore or an ineffective practice end up making it so.

Several weeks ago I saw this illustration. In the accompanying article it explained how some items travel along a “Value” path and ultimately pass through a trough where they have so little value that they are actively trashed. I think that brainstorming is in this part of the cycle. Hopefully this useful tool’s value will again be appreciated.

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I recently read a great article from Business Week‘s head economist Michael Mandel. In the article he looks at the impact – or rather the non-impact – of innovation in the United States and world economy. He even suggests that the lack of commerialized innovation over the last decade could be considered as a contributing factor in the prevailing economic climate.

I’ve read and listened to many good debates on the causes of the current economic climate (including this one from CUNY). This is the first time that innovation, or the lack of it, has been suggested to have had such an impact.

There have been many commentators appealing to the business community to keep investing in innovation. But if we take Michael Mandel’s assertions to be correct it leaves us with one important question:

Does “business” actually have the capacity to deliver on the innovation promise?

One good thing from the current financial situation that might help is that businesses are being forced to be more effective through efficiency. There’s no fat on the plate anymore!

This is and will continue to force changes in thinking, changes in business models, and hopefully changes in how innovation is viewed, valued and invested in by business.

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