Stay with me — I promise this will make sense. Finding the right innovation management software can resemble purchasing a racing bike. Some people are swept up in the excitement of diving into racing and look for a bike with an “I want it now” mindset. But anyone who’s ever bought such a bike knows that there are limitless variables to consider: your level of biking experience, your body type, the terrain you’ll be riding on, etc. Research is paramount to ensuring you get what you need out of the bike, and without that due diligence, you may waste a lot of money on technology that doesn’t help you achieve your fitness goals.
Many companies take a similar approach to innovation management software. They know they need it to enhance an InnovationOps approach but don’t take the time to consider the company’s specific needs; instead, they are wowed by features. This strategy rarely works out and can drastically stall innovation efforts. Let’s examine some of the considerations companies should prioritize before moving forward with a software purchase.
Complexity vs. Complications
Every company has complexity and complications that it wants innovation management software to address. Unfortunately, many confuse the two terms or use them interchangeably — and that’s a mistake.
Complications are obstacles that make solving problems more difficult than necessary. They interfere with bringing an organization together to use its combined strength to innovate. They delay — and in some cases prevent — organizations from achieving their goals in a timely manner, if at all. Complications are problems that need to be solved.
Complexity, on the other hand, isn’t necessarily a problem. Large organizations require a great deal of complexity to exist and succeed. In an InnovationOps approach, complexity is an assumed and challenging trait, but within that challenge are unmined findings that can lead to unexpected innovation opportunities. So, when looking for an innovation tool to address innovation management, it’s important to identify the complications you can solve and the complexity you can work within.
Use case: One customer was focused on how they should react when competitors introduced an innovative breakthrough product. They knew the answer was hidden within their large, complex organization but didn’t know how to find it. They used innovation management software to identify internal connections and dependencies to create a roadmap and portfolio planning for possible scenarios. By differentiating between complications and complexities — and embracing those complexities — they built a game plan to respond when competitors attempted to take market share.
Business objectives
An InnovationOps approach will help move all employees toward common goals through their individual and team jobs to be done. When looking for an innovation tool, identify the most critical business objectives the software can help solve, with a watchful eye on those that you could be achieving with more efficiency and imperatives that you’re falling well short of.
Use case: A chemical organization knew that it needed to rationalize its portfolio but had no means to do so. It used gated processes but worked with a sub-optimal tool that didn’t appropriately support them. Unfortunately, the existing tool was ingrained in its user base via another system, and its teams and IT were reluctant to change. This is where focusing on business objectives took precedence over tradition or comfort.
We talked every day for two weeks, exploring all their questions and guiding them through a basic system. We discussed fears and doubts daily, as well as the reasons why certain items popped up in the first place. It was a frank and open dialogue that reduced the noise around topics that seemed absolutely important at first but were eventually reduced to the size they deserved, focusing on the final business value instead.
Business case for the decision
Moving forward with an innovation management software can represent a significant investment in time and money. So it’s essential to make sure you have answers — preferably backed by data — to the following questions . Otherwise you don’t have a case for the investment.
- Does this change make sense?
- What are the motivations for such a change?
- What are the outcomes you hope to achieve?
Use case: A hardware manufacturer after having a negative experience with a previous software selection for project management. Our contact had to present the case for a new solution to the executive team. We soon determined that their growth could not continue in their current markets and that they would need to explore new markets and products.
Doing so would require a dynamic innovation management software solution. Our discussions revolved around this paramount business fact, rather than features and functionalities. In this situation, a new solution represented a true business opportunity, making persuasion much easier.
Openness to dialogue
How open are you to listening and pivoting? Of course, you want to be confident in your direction, but being open to hearing recommendations that are contrary to preconceived beliefs is critical in the innovation management software selection process. Be ready to pivot if, during conversations with potential technology partners, you discover new hidden values or if the market doesn't offer a perfect solution yet.
Use case: This example didn’t work out as we’d hoped. A large manufacturer wanted an exact system replacement, but no potential solution provider could provide one. We certainly recommended ways that we could meet their business needs (and our competitors probably did, too).
Most people we talked to within the company were highly dissatisfied with their existing tools and processes. But one person — with the loudest voice — was intent on staying with the current technology if a similar replacement couldn’t be found. They were not open to hearing that their request wasn’t feasible. After a year of negotiations, the company moved on. We are certain we could have helped them, but they weren’t open to the realities of how we could help them achieve their goals.
Work with your innovation management partner to identify a win-win
You and your technology partner are trying to achieve your own versions of success. You’re trying to find a solution that moves innovation forward, and they are trying to solve the problems that prevent you from doing so — and keep you as a long-term customer. It’s essential to Identify a mutually achievable goal through an open and honest discussion.
Use case: A luxury brand approached our team with a vision of merging its marketing and project management information into one system. We made it clear that we could not achieve all they had in mind, but we could certainly manage the innovation-related data consolidation. Unfortunately, this company insisted that their vision was possible, despite our complete confidence that it could not. We offered alternative solutions that could get them close to what they wanted, but in the end, they went in another direction after four months of having the same conversation.
Purchasing innovation management software is a big decision and one that should not be taken lightly. Identifying gaps/obstacles to innovation at scale within the organization is critical to choosing the right innovation management software. Due diligence is your best friend in this situation. Otherwise, you may end up with an expensive bike you don’t like — and never ride.
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