Empty Seats, Empty Promises: Escaping the Trap of Superficial Innovation

Steve Jobs: “Design is not just what it looks like and feels like. Design is how it works.”

The lights dim, the curtain rises... but where's the innovation? Too often, it's merely 'Innovation Theatre' - all show, no substance

Over time, the concept of "innovation" has unfortunately garnered a negative reputation. We've all seen it - innovation teams are established, programs are launched, and leaders are appointed. Spaces are revamped with vibrant colours, and time is invested in crafting an innovation approach. Yet, despite these efforts, initiatives often fizzle out. Funding dries up, key individuals depart, and in the worst-case scenario, teams are dismantled, leaving innovation with a tarnished image.

Steve Blank aptly refers to this phenomenon as "innovation theatre." According to Blank, innovation theatre displays several characteristics: a lack of focus, prioritising process over product, reliance on external consultants, insufficient autonomy for innovation teams, and an overriding fear of failure. These are indeed significant contributors to the downfall of innovation endeavours.

This phenomenon stands in stark contrast to Peter Drucker's concept of systematic innovation. Drucker advocated for a disciplined approach to innovation, emphasising the need to analyze opportunities, allocate resources strategically, and manage risks. In essence, innovation should be a deliberate and purposeful process, not a haphazard series of events

However, another critical factor often overlooked is the departure of the executive champion. Once the champion moves on, these teams often find themselves adrift, reporting to various executives or being relegated to lower levels within the organisation.

So, what can be done to address this challenge?

1. Innovation Needs a Strategy

Not just an innovation strategy in isolation, but a comprehensive organisational strategy that necessitates innovation. Any effective strategy should be ambitious, embracing uncertainty and requiring the development of new capabilities. It must strive to create value within a competitive landscape. All of these elements inherently demand innovation as an integral part of the strategy. A strategy that relies on innovation for success has a far greater likelihood of fostering a genuine culture of innovation and transcending the realm of innovation theatre.

2. Innovation Requires Capability Building

Innovation extends beyond mere process. While adopting the latest design thinking program or scenario planning technique can be valuable, it's not enough. True innovation requires cultivating change within individuals, teams, and entire divisions. This involves building capabilities in process, experimentation, managing failure, fostering learning, and embracing a hacker mentality. Moreover, it necessitates the development of new financial metrics and innovation accounting, along with novel approaches to management.

3. Innovation is New and Better

Ultimately, all efforts are futile if they fail to yield new and improved products, services, and business models that resonate with the market and create value for customers, stakeholders, and the organisation itself. This is the ultimate objective. Achieve this, and true innovation is realised.

Let's move beyond the empty seats and empty promises of 'Innovation Theatre.' By embracing Drucker's principles of systematic innovation, focusing on effectiveness, and setting clear objectives, we can create a culture where innovation thrives and delivers real-world results.

Reader Pointers:

• Have you ever encountered "innovation theatre" within your organisation? What were the outcomes?

• What strategies have you employed to cultivate a culture of innovation?

• How do you gauge the success of your innovation initiatives?