How to Sustain and Strengthen Your Innovation Cycle During the Recession

 
 
By Adam Hyder  |  Posted 2009-06-08 Email Print this article Print
 
 
 
 
 
 
 

IT companies have long been known for having unique company cultures and being leaders in workplace innovation. But the recession is undoubtedly having some effect on company culture as companies rein in perks to help the bottom line. During this time, it is up to managers to sustain company culture in order to retain the best and brightest talent. Here, Knowledge Center contributor Adam Hyder offers tips on how IT managers can build and sustain an innovative company culture throughout the recession.

Right now technology companies are facing the challenge of maintaining a culture of innovation while combating the negative effects of bad economic news, staff cuts and reduced perks. Through the recession, we need to not only retain our best and brightest talent, but also feed a culture of continuous innovation with that talent.

Because, when the economy eventually strengthens, it won't be business as usual. Recession leads to the birth of disruptive ways of doing business that create value and change the market landscape. Technology leaders need to find ways to drive disruption incrementally because big ideas happen a little bit at a time, every day.

Creating an environment of innovation from the bottom up is one of the most important steps a manager can take. Despite an uncertain market, managers must be open to creative risk-taking, as it is essential to the development of new ideas. A culture where innovation is rewarded and there is no penalty for failure will generate the most and best ideas.

Of course, not all ideas will work and some might fail disastrously, but without encouragement from management, the best ideas will never even make it out of the gate. Besides, a down economy is the time when a crazy new idea is most needed.

Providing a framework for innovation

Bottom-up innovation doesn't just happen on its own. The manager of a team is the founding vote for innovation. Managers need to provide a framework for employees to innovate by giving them the time, resources, social structure and support to champion good ideas.

As a manager, you can foster selection of the right partnership between people and practices to support and execute specific types of innovation by:

1. Empowering everyone to become innovation activists,

2. Helping people develop skills to recognize, appreciate and bubble up innovation opportunities-no matter how small or big the opportunity appears to be in the beginning,

3. Harnessing social systems to develop the culture and competencies to make innovation happen in their area of responsibility,

4. Giving employees a voice to ideas and allocate time toward their development, and

5. Reapplying innovation across the boundaries.

As a manager, your weekly one-on-one meetings with employees are a good occasion to reinforce your founding vote for innovation. Discuss new ideas and explore how they might fit into other projects and the individual's workload. Help people set aside time for activities related to fostering new ideas and to find resources outside of the department to spur creativity.

Forming intra-company partnerships and facilitating cross-pollination between different groups in the organization is an important component of exploring potential innovations and encouraging their development. If your engineering team isn't in the habit of collaborating on cross-functional teams, create occasions that bring different groups together for problem solving. This collective creativity can provide the jump-start needed for more technical innovators.

Encourage your team to work quickly, fail fast and, most importantly, learn from the failures. Innovation is an iterative process. All innovations start small and become big gradually by learning from failures and successes. Give the innovator immediate resources to build prototypes, and test them by providing access to designers, area experts, product marketing and customers. Don't make new ideas go through an extensive vetting process. Quick trials and limited tests can give everyone the data they need to determine if the idea can go to the next level.



 
 
 
 
Adam Hyder is CTO of Jobvite. Adam has built and led world-class engineering teams for Fortune 500 companies, as well as successful startups. Previously, Adam served as senior director of engineering for Yahoo's Advertising Management Platform (AMP), and CTO and director of engineering for Yahoo! HotJobs. Before Yahoo!, Adam was senior director of engineering at TradeBeam, and CEO, CTO and co-founder of OneBuild. Adam holds a M.B.A. from the University of Michigan and a M.S. in Computer Science from AMU, Aligarh India. He can be reached at adam@jobvite.com.
 
 
 
 
 
 
 

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