We have heard many times that the key innovation is the innovative human capital you can take it out, leaders, Executives and entrepreneurs able to create, innovate and face the changes. The question is then: what characterizes an innovator? Are they different from others? Do you think differently?
A study by three researchers (Hal Gregersen, a professor at Insead leadership, Clayton Christensen, professor of management at Harvard Business School, and Jeffrey Dyer, professor of strategy at Brigham) and published in the Harvard Bussiness Review , offers some interesting answers this key issue. Its title is revealing: "The DNA of innovation: how to be a disruptive innovation."
The authors analyzed different attitudes and aptitudes of 25 innovative entrepreneurs (eg Jeff Bezos, founder of Amazon, or Mike Lazaridis, of Reseach In Motion, Blackberry inventor company) and their differences regarding other executives and entrepreneurs. To complete the investigation asked each one a self-assessment report, and conducted surveys of 360 ยบ on the innovative skills to more than 3,000 executives and 500 people who created a company or invent innovative new products.
As a general conclusion, the report identifies five 'skills discoverer' ("discovery skills") that differentiate the most creative executives from the pack:
- immediate and global partnership: interconnect capacity issues, problems and ideas, a priori seemingly unrelated and even different areas. The most innovative companies tend to grow through partnerships divergent among its founders, executives and employees.
- permanent Questioning: innovative people are constantly asking questions and posing dilemmas that call into question the established order. This is the famous maxim "question the unquestionable." While most managers are focused on how to improve the current system, the more efficient production processes or to optimize costs, the entrepreneur with more innovative are always open to take on new challenges.
- intuitive and thorough observation: these executives are able to develop many ideas just from its ability to closely observe common processes, noting that other details ignored, especially those related to behaviors, habits and needs of its customers.
- predisposition to socialization and networking ("networking") good entrepreneurs take time to cultivate their personal and professional relationships. Actually, this is another way to test their ideas through their network of contacts. The difference with traditional managers is that while they are networking in search of resources, they do in seeking innovative new ideas and as a way to extend their knowledge.
According Gregersen, these skills are not inaccessible and mysterious: is possible to understand, strengthen and shape the 'DNA' of the innovative way that can be installed and programmed worldwide (through training, changing perceptions, creativity techniques ...) although it is also necessary to have the appropriate disposition.
And you recognize yourself or someone you recognize business environment in the profile of innovators?
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