“Robert’s Rules of Innovation II — The Art of Implementation” By Robert F. Brands with Martin Kleinman (Bascom Hill Publishing Group, $24.95).The issue with implementing innovation rests with the dichotomy between operations and innovation. Ops focuses on what is; innovation on what could be — with emphasis on could.You can rely on the repeatability of […]
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“Robert's Rules of Innovation II — The Art of Implementation” By Robert F. Brands with Martin Kleinman (Bascom Hill Publishing Group, $24.95).
The issue with implementing innovation rests with the dichotomy between operations and innovation. Ops focuses on what is; innovation on what could be — with emphasis on could.
You can rely on the repeatability of operations because time-tested processes and procedures form its backbone. The results are somewhat predictable. Innovation, on the other hand, “always walks the tightrope of uncertainty”; it's disruptive from the get-go. No one knows the outcome until it hits the market.
While most executives say they favor innovation, “they don't walk the talk.” Under the guise of constructive criticism, they look for flaws at every turn. Why? They lack “an enthusiasm for risk taking, and a willingness to invest without ROI assurance”; they prefer the certainty of operations. The clear message: If the executives don't buy in ”big picture and whole hog,” innovation dies.
Brands sees HR's roll as vital to innovation because it must assemble the right team. Why not let the managers select the team? HR has a more objective view of the selection process. Managers are so focused on operations that they may look at what people are doing and have done, rather than an individual's passion for change and how employees think. They may view innovators as boat-rockers, which doesn't fit the ops mode well — but it fits the innovation mode to a “T.”
Here are a few of the key roles innovators take on: “Iterator” — the idea machine lays the foundation of the project by refining and shaping the original idea into a workable project with deliverables. “Customer Anthropologist” — the link between the customer and end users (who may be different than the current customers).
The “communicator” keeps those outside the team apprised of progress and emphasizes chief benefits. The “roadblock remover” (generally a senior-level manager) clears away “financial, organizational and political barriers to success.”
Top management needs to meet with the team at the outset to convey unequivocal buy-in to the process, and how ideas will be evaluated. With buy-in and benchmarks provided, the team has clear direction.
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“From Ranking to Revenue — A Business Owner's Guide to Successful Search Engine Optimization” by Jason Healey (Createspace Independent Publishing, $19.99).
When most businesses think of search engine optimization (SEO) they think in terms of “first page of Google” ranking and even sponsored ads [i.e. pay per click (PPC)] for that prominence. The non-PPC process involves providing keywords on your website so Google can read them. Both processes drive business directly to your website. If you don't PPC, you have no control over where you'll appear on Google — but you know it won't be the first page unless the search involves the name of your firm. Healey points out that “drive direct to website” accounts for about 30 percent of SEO. The “drive direct” primarily benefits large firms with a national presence.
“The remaining 70 percent deals with off-site factors such as getting inbound links from other websites. Tapping that 70 percent takes a different approach than just PPC or topic relevance: Make your web pages as visible as possible by finding complementary web pages to link to yours, and having them link your website to theirs. Essentially, you search for complements (I'd bet there would be matches in the membership rolls of chambers of commerce) and talk with the company's management about mutually beneficial website cross-pollination. This works very well for small businesses in local markets. Why? Mutual linking locally amounts to a referral/testimonial — which consumers trust.
Examples: 1. You have a retail business selling cheeses. Linking up with a nearby wine shop would be mutually beneficial. 2. Your business sells varieties of olive oil, vinegar and salad dressing. Linking up with a business that offers cooking classes would be a great fit.
Jim Pawlak is a nationally syndicated book reviewer.
