Last newsletter, I shared some ideas on how to “Subtly Sell” your Value Proposition to peers or investors and received a question on how do we assure successful execution of ideas in our organisations.
My top of the mind ideas are;
Have the ideation team be and stay as part of the execution team. They already have an intellectual stake and an emotional attachment to their innovation plans and strategies. The stake and the attachment will keep their passions fuelled and will also engage and influence others in the team, and in the supporting teams. Should there be any kinks that pop during the process of execution their participation will help them draw upon other ideas that had been brought up during the ideation stage. The kinks can be patched up with unused ideas from the ideation period.
Throw in a small number of outsiders, non-team members who will keep challenging or stumbling through the process of execution and building. These members can become the untrained, uninitiated feedback providers. They can bring in the same critical or amazed views and opinions that usually come from the real market, the real customer. This will keep the main team on their toes and even during the process of execution new ideas can still be incorporated in the progress of the process or the product.
Lastly, we should be ready to write-off the investment of time, money and man-hours that we put into these new plans. Driving change and innovation is a venture and must have a large amount of risk-taking ability and attitude built into the new ideas and action. There are no guarantees in life and in business.
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