Page 13 - INNOVATION STRATEGY EXAMPLE

Specific Challenges with the Idea Registration Framework
There is acknowledgement of the formal ‘ideas register’; a process for filtering ideas. For some however this is bureaucratic, takes time, and is mostly for capital
expenditure items rather than fuelling ideas and innovation. Overall, ideas and initiatives are bogged-down and slow to take up. Ideas that have been approved tend to be based around safety issues. A more flexible and transparent process is desired.
Numerous Review Processes up to three review submissions - this is cited as a key pain point for idea- owners and review personel alike. Idea owners who take time to submit an idea that has real potential business value are sometimes left feeling like their efforts are not recognised. This is in large part owing to the analogue nature of the program which creates significant administrative burden to review each idea up to 3 times. Equally, this burden rests on the review managers and steering committee alike.
Quality of ideas is highly variable. Many ideas relate to low value, trivial improvements that do not warrant being subject to an innovation process. These ideas create an administrative burden in the Ideas program. Equally, there are high value ideas which require capital investment and a 5 year investment time frame.
There are no parameters or set themes to shape or filter ideas. This is good on the one hand for driving high engagement, but on the other ineffective at solving specific business challenges and demonstrating tangible impact of the ideas program. The screening of ideas from the steering committee is therefore subjective
There are no resources allocated to implement ideas so the onus is on the idea owners (who have a full plate of
BU work) to implement their ideas – without support/funding systems established. The result is dissatisfaction by idea owners who are not provided with any guidance or support to execute their ideas.
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