Top 5 Innovation Killers - #5

A recent article by Sterling Performance outlined 5 common 'innovation killers', or things that prevent companies from developing true breakthrough innovation. It's often more interesting and insightful to examine barriers, as opposed to best practices. Over the next few posts, I will share the top 5 list and thoughts on the relevance at General Mills. Let's get right to it with #5:

#5: A reliance on a small cadre of innovators. Relying on a small development team to identify, create and deliver game-changing innovations is unrealistic. You have to cast your net much wider. In the past five years Procter & Gamble has dramatically increased its willingness to work source ideas from and work with external organisations and now aims to develop at least half of its new growth ideas through these external networks.

General Mills analysis - while General Mills has recently been implementing terrific open innovation initiatives, the whole idea of innovation continues to be treated as separate from the core business. Within the operating divisions, there are some 'new products' teams, as well as some 'transformational new products' teams. These teams, in many cases, are isolated from the broader business. Also, the term 'innovation' is primarily associated with new products. As a result, the ITQ group is considered to be the real innovators in the company....and rightfully so! Under PE's leadership, that group has 'done' while other groups continue to 'talk'. We're making strides, but there's continues to be huge upside. For us to continue being a top-tier player, the definition of innovation needs to be broadened beyond new products, and innovation needs to be part of the organization's DNA, not a separate activity worked on by a few teams and functions.