Many innovations have gone beyond successfully bringing something new to market and so failed due to their inherently flawed they can take on the process. In of innovation are confronted? Look for hidden barriers to clear communication and engagement. For example, organizational structures must be changed in order for experimentation and rapid prototyping to occur.
Learn how to take risks and make large bets. Humans are genetically hard-wired to fear failure. Particularly for organizations and leaders that fear failure, the fear of disruption becomes a paralyzing obstacle. As leaders, it is vital that we are willing to make bold bets to disrupt the status quo and create the future that we envision.
The leaders of SRI recognized this reality and engaged in change at the tactical level. The end result was a program that utilized those key features of change and innovation that would be appropriate for companies undergoing significant transformation.
After all, if an organization produces a radical outcome, it is not at all uncommon for other organizations and industries to follow suit in reaction to the upheaval and flexibility a radical innovation may create. In an attempt to manage the chaos and fallout from radical innovation, organizations must look at how they can best support a culture of innovation within their organization.
If we are true to the vision of organizations as knowledge economies, this type of change will have to occur not only at the organizational level, but also at a national and global level. For organizations to progress, leaders of this type must step out of their comfort zones, acknowledge that mistakes are inevitable, and are not afraid to make them.
Richard DeVaul attended Stanford University to work on his Ph.D. program in systems biology. His research focused on cancer and gene therapy. Dr. DeVaul worked for several years as a scientist for Intel, and as a principal researcher in materials science and engineering for Google X.
DeVaul is a progressive thinker who serves as the founding partner and consulting CTO for HyperSolve. DeVaul graduated from Media Lab at MIT, where he developed a computational graphic design program. He also worked on creating a wearable memory support device for his dissertation.
Organizations should undertake a process that identifies and addresses the full implications of change, and the issues at stake, and on which all the team members have diverse and well-informed viewpoints. Organizational leaders must act in order to enable change to occur. Richard DeVaul advocates for a change in the technology and innovation industry. Click here to learn more.
In an article entitled “Want Innovation? Forget Invention, Learn To Execute”, Richard DeVaul explains Overvaluing invention and undervaluing execution leads to poor resource allocation and underperformance in most innovation-focused organizations. High-impact innovation comes from putting the pieces together well — design — and delivering a great product — execution.
More about DeVaul on https://acg.media.mit.edu/people/rich/