I recently wrote about the need to prioritize innovation in business and the headwinds that prevent decision-makers from realizing their ambitions in this area.
In this article, I would like to go further and highlight the organizational obstacles that can hinder progress in a structure.
Using the results of Miro's global innovation survey as a basis for reflection, I will explore the perspectives of business leaders and those of information specialists to reveal the main organizational obstacles to the creation of the next major breakthrough.
It is essential to consider two steps if we want to foster a thriving environment for invention: understanding these issues and examining solutions.
Lack of interdisciplinary collaboration
That interdisciplinary collaboration is the main challenge for innovation, 34% of managers and 30% of information specialists are convinced.
To carry out daily operations, companies need dozens, if not hundreds, of teams connected with each other through clear communication, especially when areas of expertise and projects overlap.
Without an appropriate collaboration structure, the risk of confusion is great.
Varying team cultures and management styles, inconsistent goals, logistical issues, decentralized offices, gaps in information transfer… all of these often pose significant obstacles, hindering the flow of ideas and actions needed to achieve success. 'innovation.
To get ahead of them, make sure your employees engage in proactive conversations, take stock regularly, and think through possible issues before they arise.
Only when all employees are aligned can we enjoy, encourage and celebrate the power and competitive advantage that comes from having diverse opinions and experiences.
Slow processes
A common concern among companies in our survey is the difficulty in maintaining the pace of innovation.
This observation particularly concerns large establishments, which involve numerous stakeholders and multiple decision-makers.
Operational impasses include lengthy approval processes, wide diversity of opinions, unclear deadlines, and lack of alignment.
But as we know, teams are made up of people who are very different in their character, the way they work, their goals and their motivations.
There is no one-size-fits-all method for overcoming speed issues.
The challenge is therefore not only to generate innovative ideas, but to create an ecosystem that allows you to move quickly from concept to implementation.
Companies must therefore self-examine, understand where operational gaps and slowdowns are occurring, and then implement corrective actions based on each specific disruption or delay.
This action requires clear and agile decision-making frameworks as well as a unified vision at all levels of the structure.
Finding the right talent
The previous point brings us to another critical challenge highlighted in Miro's survey: aligning talent and skills with the changing needs of innovation.
Companies are looking for talented and inventive people to avoid being supplanted by the competition.
Easier said than done, right?
We are operating in a challenging job market due to layoffs, slowing hiring and factors unique to organizations, such as how they identify and fill vacancies.
Additionally, many companies are struggling to make the most of the resources or workforce they have become accustomed to in recent years.
Finding partners who will enrich a team is not easy, especially since the feeling during interviews is different depending on whether you are the recruiter or the recruit.
The first question to ask an applicant should always focus first on their qualifications, then on their fit with the culture and what makes up the company's DNA, on their temperament and their acceptance of the mission and organization.
It is fundamental to understand how these people think, face various situations and understand the values defended internally.
Additionally, talent manifests itself in multiple ways.
Being able to perform a task is not enough.
The most attractive candidates know how to work under pressure, have good adaptability, accept criticism easily, manage conflicts professionally, proactively ask themselves how to meet expectations and how to exceed them, and they are comfortable with colleagues from diverse backgrounds.
They may also excel in some of these areas while remaining open to the possibility of training in others to fill their gaps.
Managers should not be too quick to dismiss a profile that does not seem perfect at first glance.
Dialogue allows you to take a step back and change your mind.
So companies should not be afraid to explore a wide range of possibilities when looking to fill a position: look internally first, think about a way to use technology to improve the skills of the existing workforce and be open to hiring people who do not have all the qualifications, but who, as long as they have a suitable environment, will give the full measure of their talent.
What you must remember
Just as a well-tuned engine moves a car forward, innovation drives business forward.
However, organizational obstacles, notably the absence of interdisciplinary collaboration, the slowness of decision-making and the shortage of talent and know-how, risk stopping its evolution.
It is crucial that institutions recognize these pain points, but more importantly, work to eliminate them, paving the way for a thriving culture of innovation.
Promoting an atmosphere of collaboration, improving speed and agility, prioritizing the acquisition and retention of the most efficient elements are not simple choices, but very real necessities.
Companies need to work to break down silos and encourage diverse teams to merge their unique skills and ideas.
They also need to be agile, make decisions quickly, and cut through the red tape that often hinders change.
Finally, relying on people with the appropriate expertise must be at the forefront of their strategies.
These structures will thus ensure that they have the human resources capable of fueling their innovation engine.
Companies that manage to meet these challenges will then position themselves not only as participants in the race for progress, but as pioneers.
After all, innovation is not a passive process.
It is an active quest: a never-ending journey toward new ideas and better solutions.