Take an Innovation Vacation
A popular set of questions that I get asked repeatedly by clients and audience members includes the following:
We know we need to innovate, but who has time?
How do companies balance the day to day operations with the need to innovate?
Without a budget to allocate people to innovation, how can I make innovation part of people’s day jobs?
We all know that when it comes to business, and life in general, that there are two major constraints we all face – and often trade off one against the other – those two constraints are time and money.
Every organization may understand the need for innovation, but it is difficult to execute in a repeatable way because so many of our organizations are set up to maximize the extraction of value from today’s operations and do a poor job of balancing this admirable and necessary goal with the need to develop tomorrow’s revenue and profit-generating operations.
Some organizations set up research and development departments, new product development departments, corporate venturing arms, incubators, or skunkworks to try and address the needs for future revenue and profit streams, but this limits the number of people that can potentially contribute to the potential innovation process and success of the organization – and isolates the efforts from other valuable perspectives and inputs.
Other organizations like Google and 3M also have some of these structures, but in addition try and say to employees that they can spend up to a certain percentage of their time on innovation projects (or whatever work-related pursuit they might want). In 3M’s case the figure is 15% and in Google’s case it is 20%.
There is only one problem with percent time.
The day-to-day deadline pressures and fire drills never disappear in any organization (even an innovative one), and so often the joke goes – sure Google employees get 20% time, but only if it’s on Saturday or Sunday.
So what’s the solution?
Well, after talking with the folks at Intuit as part of the research for my next book project, I’ve come to discover that they approach the time for innovation problem slightly differently.
Instead of just allowing people to spend up to a blanket 10% of their time on innovation projects, instead they allow employees to accumulate that time and then schedule time off to pursue a specific innovation project, often doing so at the same time with 3-4 other employees so they can collaborate on the project idea and push it forward.
I like to call it taking an innovation vacation.
I think this is the best approach I’ve heard so far to balancing the needs of the day to day business and its need for predictable resourcing, with the desire to invest in innovation to sustain the business into the future.
Allowing employees to schedule a collaborative innovation vacation achieves SEVERAL key business goals:
- Predictability – It allows managers to do capacity planning and schedule around the employee’s absence
- Retention – Allowing employees to take a week or two here or there to pursue an innovation project they are interested in, is likely to lead to higher job satisfaction and retention
- Collaboration – If you encourage people to take their time off as cross-functional groups, we know that not only do diverse teams solve problems better, but we also know from EMC’s data on innovation submissions and finalists that projects pursued as teams instead of by individuals are 33% more likely to make the final cut
- Increased Organizational Performance – Organizations that have deeper networks and stronger cross-functional knowledge (more T people) are more likely to work together more efficiently, have fewer blind spots, have higher employee engagement, and just have more fun
Time out for a sanity check. 10% time equates to about five weeks a year, and 20% time would equate to about ten weeks a year. So, if you choose to pursue an innovation investment strategy like innovation vacations, you must plan accordingly in terms of staffing (factoring in of course that most employees won’t make full use of it), but I believe it can be done and should be done – for the long-term health of the business.
We try and convince people to allocate 10-15% of their income towards retirement so that they have money to provide for themselves when they grow old and retire, why shouldn’t an organization allocate a similar percentage?
What do you think, could you establish something like this in your organization?
What would you do with an innovation vacation?
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In this economic downturn there is more pressure than ever on executives to find new sources of growth, and as a result leaders are increasingly talking about innovation. In some organizations the leader may say “we need to be more innovative” or “we need to think out of the box” and stop there. While for other organizations it may become part of the year’s goals or even the organization’s mission statement. Only in a small number of cases will there be any kind of sustained effort to enhance, or create, a culture of continuous innovation.
Can people really innovate when they have to tend to all of their day-to-day responsibilities?