At this point, you might wonder, “Why is my company so behind the times?”
It’s possible that you’re thinking to yourself:
Why can we not match the level of innovation displayed by everyone else in our field?
Why is it that we can’t get ahead of our rivals?
Why is it that we can’t imagine fresh new products, services, or intellectual property?
Why are we having such a hard time becoming innovative?
Why aren’t we allowed to go there?
Our rivals can accomplish this task quite swiftly and very quickly. Why aren’t we able to?
In my opinion, it is a straightforward and uncomplicated matter.
From my own perspective, I believe that every single person possesses the potential to be creative. Every single person on earth is capable of original thought. Everyone has the ability to think creatively and outside the box.
What are you directing your staff to do while they work for you? Your company’s leadership may spend a lot of time harping on the importance of being innovative. It’s possible that talk of innovation is pervasive throughout your entire firm. But for what exactly are your employees getting compensated?
Are you encouraging them to think creatively by showing rather than telling them what to do?
Imagine a run-of-the-mill multinational firm. Think about the company that you run. Is your workforce incentivized to innovate, or are they solely rewarded for their performance in increasing revenues and lowering expenses?
It is common knowledge that you get the results you encourage. If you offer incentives to your employees for making more sales, they will work harder to meet those objectives. Offer incentives for selling more and more of your existing items and services. Individuals will work harder to sell those products and services, regardless of whether or not there is demand for those products and services.
It’s not hard at all. People will respond by doing whatever is being rewarded to them.
If you’re asking why your organization doesn’t produce more innovation, the likely answer is that you haven’t set up any incentives to encourage that kind of behavior.
Where can your team find the motivation to generate new ideas?
There is no motivation to innovate in many different types of corporations. On the contrary, there is a disincentive to develop in this environment. Why would you spend time, money, and effort developing innovative new products and services when you have no idea whether or not you will be generating any money, whether or not they will enhance the bottom line, and whether or not they will cut expenses while simultaneously increasing revenues?
Can you make out what your manager is saying, such as, “Why would we waste any time on anything like that?”
Consider the fact that Google, Facebook, and Apple are three of the most inventive corporations in the entire globe. They are given incentives to innovate as a natural part of their professions. They have been allotted more time and resources to focus on innovation, which may or may not eventually result in increased profits. They have been given permission to test new ideas and strategies, make mistakes, and try again.
They are not only given the space to invent on their own but also encouraged to do so. Those that innovate receive bonuses in the form of experiences, compensation, and recognition both within and externally. In successful companies, being innovative is recognized and rewarded, which helps the company foster an environment where innovation may thrive.
Of course, things aren’t relatively as straightforward as that. You need to be able to give your innovators a secure environment in which they may discuss and investigate their ideas, even if those ideas could be considered disruptive to your company. You must implement processes to compile, evaluate, and rank the ideas. You will require procedures, personnel, and resources to ensure that only the most valuable ideas are implemented. People will find more enjoyable things to do if they do not have the incentive to innovate.
If you provide incentives for creativity, you will see an increase in innovative activity.
