The innovation process within a company is often chaotic and uncoordinated under the pretext of creativity. However, many companies shy away from taking the step towards a structured process. However, dealing with internal processes and structures within the company offers an opportunity to secure the company’s ability to innovate in the long term and to establish an independent innovation management system.
Part of the answer lies in the old adage, “if you can’t beat them, join them.” The integrated, semiautonomous, multi-skilled product team is here to stay. It is the most effective means for discovering and delivering value to customers. I believe the integrated product team is the most important economic unit of the 21st century.
Much of the work done at Google, and in many organizations, is done collaboratively by teams. The team is the molecular unit where real production happens, where innovative ideas are conceived and tested, and where employees experience most of their work. But it’s also where interpersonal issues, ill-suited skill sets, and unclear group goals can hinder productivity and cause friction.
Most leaders today are trying to do the same things: help their organizations become more agile, more innovative, more digitally savvy, and more customer-centric. Sooner or later, though, they come up against entrenched values and behaviors, and progress stalls. That’s particularly true with digital transformation. Experts concur that traditional mindsets and “ways of doing things around here” — the lay definition of culture — are the primary culprits hindering the fundamental transformation that emerging technologies are meant to enable.