Ensure ideas create value

When you set out to solve a creative challenge, it’s easy to focus on the idea itself vs. the VALUE the idea will bring to the organization once implemented. Creativity is seductive and needs to be framed with the realities of business in a way that doesn’t suffocate ideas. The diagram below keeps the big picture front and centre. It reminds you that innovation is an upward journey with value achieved only at the top step.

Halfway through the journey is APPROVAL of the idea by decision-makers. It is the barrier dividing “idea” from “action.” Unless you break through through this barrier, there is no chance of implementation! They key to securing approval is to paint a picture for decision-makers of what will be different after your idea is implemented, and specifically, the value it will create and how that value will be measured. When you show decision-makers you are thinking from the end, you get their attention. Frame your idea as a complete viable solution that is …

• specific and actionable
• aligned with higher goals and strategies
• measurable
• do-able with available resources

All these considerations are included in “B.I.5 – Breakthrough Ideas in 5 Steps,” shown in the diagram below. It is a process I developed to use in my consulting and facilitation work with corporate clients and also teach in workshops. People like it because it marries creativity and business, stimulating ideas while providing focus. For example, it prompts you to think about value at Step 1. Don’t worry, B.I.5 is not locked down; you can use it casually and/or cherry pick the tips that are most useful to you.

Everyone can recount a story where an idea drifted off course as it was being developed and ultimately was abandoned. Many factors cause loss of focus. Sometimes it’s the excitement of creating something new. Sometimes it’s competing agendas. A common process keeps people on track and gives them the language to talk about what’s going on. It also creates a series of check-in points (Creative Conversations) between team and leader. I recommend people use the diagram to keep the focus on value as well as identify where they are in the process and what needs to happen next.