BQF Innovation Blog » goal http://www.bqf.org.uk/innovation The BQF is the community for every business seeking excellent insights, tools and experiences to improve itself. Fri, 10 Feb 2012 14:11:30 +0000 en hourly 1 http://wordpress.org/?v=3.2.1 A Leader’s Role Model – The Sat Nav http://www.bqf.org.uk/innovation/2011/03/04/a-leaders-role-model-the-sat-nav/?utm_source=rss&utm_medium=rss&utm_campaign=a-leaders-role-model-the-sat-nav http://www.bqf.org.uk/innovation/2011/03/04/a-leaders-role-model-the-sat-nav/#comments Fri, 04 Mar 2011 11:14:59 +0000 Paul Sloane http://www.bqf.org.uk/innovation/?p=810 If you want to be a better leader then take a look at the satellite navigation system (GPS or Sat Nav) in your car.  Here is what it can teach:

1. The Sat Nav stays focused on the destination. Regardless of blocked roads, obstacles, traffic and diversions it continues to focus on finding a way [...]]]> If you want to be a better leader then take a look at the satellite navigation system (GPS or Sat Nav) in your car.  Here is what it can teach:

1. The Sat Nav stays focused on the destination. Regardless of blocked roads, obstacles, traffic and diversions it continues to focus on finding a way of reaching the strategic goal – the destination. In the same way a great leader continues to focus on the vision and the strategic goal despite short-term tactical difficulties.

2. The Sat Nav is flexible about how to get there.   It is not committed to one way of reaching the destination; it is quite happy to find a different way when necessary.  Likewise the leader should be committed to the goals but open-minded about how to achieve them.

3. The Sat Nav stays calm no matter what.  Even if the driver and passengers screw up all the instructions the Sat Nav remains unemotional and supportive.  It never gets angry or loses its temper.   A good leader is calm and reassuring with his or her team even when they get things wrong or hit problems.

4. The Sat Nav updates the driver on progress and directions.   A good leader continually communicates with the team to emphasise the importance of reaching the goal, what the next steps are and how they can play their role in getting there.

Of course there are many other skills and attributes that a great leader needs.  But staying focused on the goal, being calm, being flexible and communicating well are absolutely essential.  Become a Sat Nav Leader and take your team to its destination.

Paul Sloane

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]]> http://www.bqf.org.uk/innovation/2011/03/04/a-leaders-role-model-the-sat-nav/feed/ 0 Innovation Metrics – which are the best ones? http://www.bqf.org.uk/innovation/2008/06/09/innovation-metrics-which-are-the-best-ones/?utm_source=rss&utm_medium=rss&utm_campaign=innovation-metrics-which-are-the-best-ones http://www.bqf.org.uk/innovation/2008/06/09/innovation-metrics-which-are-the-best-ones/#comments Mon, 09 Jun 2008 09:57:07 +0000 Paul Sloane http://www.bqf.org.uk/innovation/?p=98 Last week I ran a session for GBPA corporate members where we discussed innovation metrics.  We reviewed the Boston Consulting Group 2007 research on the subject and the results of my innovation metrics web survey.  It was agreed that most organisations find it difficult to measure innovation in any satisfactory way.  The most common measurements [...]]]> Last week I ran a session for GBPA corporate members where we discussed innovation metrics.  We reviewed the Boston Consulting Group 2007 research on the subject and the results of my innovation metrics web survey.  It was agreed that most organisations find it difficult to measure innovation in any satisfactory way.  The most common measurements are backward looking – e.g. % of revenue from products released in the last two years.  The BCG report recommends that you select a small number of metrics appropriate for your business and have some for inputs, process and outputs.  At the meeting we discussed which were the best metrics to use and here are some of our choices:

Input metrics:

  • Number of ideas generated
  • Resources allocated to innovation – people and budget

Process Metrics

  • Average time from idea approval to implementation
  • Number of ideas approved and number implemented
  • Stage-gate pass rates
  • Value of the innovation pipeline

Output metrics

  • Number of new products or services launched
  • Revenue from new products or services
  • ROI on innovation spend
  • Market Perception
  • Number of new customers

We also found it useful to draw flow-chart diagrams of the innovation approval and pipeline processes and ask some searching questions about this.  Are we getting enough ideas coming in?  Is it taking too long for good ideas to be implemented?  Are we getting enough innovations out of the process?  Are our approval processes too complicated or too difficult?

It was agreed that everyone should have targets or objectives for innovation.  In collaborative ventures it is particularly important to agree goals, expectations and metrics for innovation at the outset.

There are no perfect measurements for innovation.  All the metrics are limited in value.  But that does not mean that you should not use them.  By choosing and applying a small number of metrics appropriate for your business you can add innovation to your balanced scorecard and give it the high level attention that it needs if you are to succeed.

Paul Sloane

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