Archive for July, 2007

Invention versus Innovation

Monday, July 9th, 2007

Many people use these words interchangeably – and so do most dictionaries.
 

There is a big difference between these two words.  Inventions cost money – Innovations make money.    Inventions are more commonly the output of the intelligence of one person or a small group of people.  

Innovations are the result of a much larger group of people getting their arms around the intelligence of an invention, and making something happen.
 
 
Inventions don’t generally have a significant impact on the competitive business environment.   

Innovations cause a competitor to change, and innovations sometimes change the “rules of the game”.
 

Every business is in the business of selling intelligence, whether it packaged in the form of a “fast food burger” or the guidance control system for an aircraft.  Developing the core intelligence through “invention” is a necessary and essential task.  But doing something about it, innovating by introducing something new that takes hold in the market is a critical task.
 

Both invention and innovation connote radical.  But in business, small incremental innovation always keeps raising the bar, and staying a step a head of the competition.  Using a baseball analogy, homeruns are fun and exciting to watch, but more often than not a consistent series of base hits win games.   
 

Innovation ideas don’t necessarily come from R&D or the lab.  They are typically not found under a microscope.  They are mostly commonly found in everyday conversations and discussions.  
 

You just have to learn to listen with the desire to change.  If you do, you’ll find innovative ideas all around you.   

 

What makes a Business go?

Monday, July 9th, 2007

Metaphors are used from time to time to better understand a business.  Breakthroughs in science are often accomplished through use of a metaphor.  The most publicized was the metaphor of a snake holding it’s tail in unraveling the mystery of the benzene ring (albeit some say the good German chemist Friedrich August Kekulé was having a bit of fun at the expense of his collegues in describing his mental breakthrough). Mentally chew on this metaphor: 

The beliefs of a business are its DNA; and hope is its life-force.   What a business holds to be true, its beliefs, and uses to control its decisions and actions, are the building blocks of its DNA.  A business’s DNA is a bit more complex than human DNA.  Instead of two intertwined helixes it has four.  But whether human or business, DNA serves the same purpose of carrying the hereditary message. On the plus side business DNA is much easier to see and understand and adjust as facts replace beliefs over time.  The downside is that a business’s DNA is very easily altered by not respecting it and allowing degradation through careless acts of both omission and commission.    

Hope is the life-force of a business.  We cannot see the future.  But hope is what drives us towards it.  Too often businesses sit and wait for the future to happen.  If a business sits, waits and watches for the future to happen, its life force is false hope.  Without good portions of luck nothing good will come of it. 

A business must get its collective arms around the future it hopes for and make it happen by developing its strategies, plans and tactics and executing them well.       

If you are defending your problems, you’re probably . . .

Monday, July 9th, 2007

Business owners and leaders are no strangers to the grieving process and its debatable five stages (Denial, Anger, Negotiation, Depression, and Acceptance).  Businesses have to maintain a continuum of change to sustain themselves against the ever increasing intensity and speed of market innovation and entrepreneurial impact


Denial and anger are easy to spot. They occur with the initial feedback and then confirmation that your business just got juked by a competitor. 
 

Negotiation is a weird duck.  It is usually internal.  In some cases, particularly in micro businesses, God gets pulled into it. The most common form is negotiating with the messenger that things really aren’t as bad as they look (truth is they are many times worse).
 
Depression is characterized by inaction with outward manifestations of doom and gloom. 
 

The acceptance stage is earmarked with the emergence of a leader you gets the commitment back and builds the concentration to get up and start moving.
 

The gatekeeper to acceptance is “defending the problem”.  The “yeah but . . .” and “everyone has this . . .” and “we can’t do anything about it” are the voice of the gatekeeper.  The most ludicrous was a VP of Marketing/Sales who was quick to proclaim “We can’t make them buy from us!”  They probably hadn’t read their job description lately. 
 
While denial is a comfortable stage in the change process, getting past the gatekeeper of acceptance is often the most difficult challenge.  Defense of the problems is faulty logic.  It usually takes a second party (like a customer) or some third party to get one past it by adding undeniable facts that cannot be denied or ignored.   So if you find yourself defending a problem, you are stuck in neutral.  Get HELP!  Otherwise a savvy turnaround specialist will recognize it and walk away with all that you have worked so hard to build for a song.