Out-Of-The-Box? We Need Better Than That!

It was his life. Yes, Mr. Change lived for it, and was ready to give all for it. He was a man on a mission - to change the world for good, through the work of the organization which he founded. Due to his commitment and due to the goal the organization stood for, he was able to build a team of highly motivated men and women, all of whom worked passionately for bringing in positive change in the lives of their fellow beings.

But they were then in a difficult spot. Something had happened, and they were in the midst of a big crisis: a crisis that threatened their very existence, the dreams and aspirations for which they had worked so hard for so long. Something had to be done. 

Change hence called an emergency meeting of Team Inbox, his top management team. They sat together for one long day, deliberating on  what could be done. Many solutions emerged, but most of their answers were slight variations and adaptations of known approaches. None of them was creative enough to help them get out of the crisis they were in. Though no workable answer came in sight, Inbox did realize one thing though: they needed a fresh approach, a new way of thinking. Inbox understood that it needed to get outside the box they were in.

So they called in Team Outbox, a well-known consultancy firm which had a diverse experience advising organizations and individuals solve various types of problems. Outbox was known for its remarkable ability at out-of-the-box thinking; the firm gave some really fresh ideas and suggested some very novel solutions. 

But the prescriptions given by Outbox did not appeal to Change or his top management team. They did seem to be out-of-the-box, but they were out-of-the-world as well! Outbox's ideas did not instill enough confidence in Change and his team so as to convince them to 'buy' them and decide to implement them. They were grossly out of touch with the reality of their organization, especially their values and culture.

In that grim situation, one of the members of the top management team suddenly recalled a recent innovation in the organization, which was a product of Team Manybox. Manybox was nothing but a creative informal coalition of the organization's own employees, drawn from various levels in the hierarchy. They meet regularly, often over lunch and over tea, discuss various matters at and outside work, and work together in identifying and solving problems. 

Team Manybox was very happy to accept the challenge and help out the organization - and themselves - in this situation. They put together not only their minds, but also their hearts and collective spirit, in developing a crystal-clear and unbiased formulation of what exactly the problem was. Yes, their first task was to define the box. Having characterized the problem correctly, they imagined the goals of a good solution - they came to a broad understanding of what a good solution should fulfill. They realized that they lacked the skills and knowledge to tackle some pieces of the puzzle, but not all. They hence took the cooperation of both Team Inbox and Team Outbox, in framing the problem intelligently, in generating solution alternatives and in charting out a plan for action. They found that the best solutions lay neither in the box nor out of the box: they were in multiple boxes, including the box they were in, and were of different shapes and sizes. 

#Innovators don't just #ThinkoutoftheBox!

They see & think both IN & OUT of MANY boxes. Open boxes.#Innovation

— Student of Life (@DheepJoy) March 27, 2015

Due to Manybox's intimate knowledge of the organizational history as well as the work they do on a daily basis, they had a richer and nuanced understanding of what works and what did not. Their inspiration and aspiration to multiply the impact of the work they do motivated them to seek out solution approaches which weaved the past and the present smoothly into the future they wanted to create. The desire to give wings to their dreams energized them to accept their areas of ignorance and learn from the expertise and experience of people and disciplines outside their box, to assert their knowledge and build on it and to creatively fuse knowledge and ignorance from various domains to create new ideas, mindsets and solutions. 

The end-result was nothing but amazing! Change and his top management team were surprised. Why did we not think of Manybox before? They wondered. 

Let us hope they do not have to wonder so any more.... 

What about us? Are we tapping into our Team Manybox?

- Dheep

Twitter: @DheepJoy; dheepjoym@gmail.com

October 9, 2017

When Single Parenting of Ideas becomes an Innovation Killer!

"Anyone who gives an idea without taking it forward for implementation should be hanged".

- The Single Parenting Principle for Ideas (term coined by yours truly)

These are the words of a highly respected senior professional of my service. Do you agree with him/her - in principle? Do you believe that, with the freedom to propose ideas comes the responsibility to implement them too?

When one of my very good friends told me of this statement, and that she admires it, I told her that I beg to differ; I told her that, no, they should not be hanged.

Why should they not be hanged? Because I think the above philosophy conveys the following harmful messages to the people in our organizations, to us.

1) Thou Shalt Propose Only What Is Possible for You

By placing the responsibility for implementation on those who come up with ideas, the system implicitly asks employees to propose only those solutions which they themselves would be able to implement. What is the problem here?

Let me ask you; what is your potential? I mean, do you know your true potential? I am of the firm belief that whoever you are, your potential is infinite, a lot remains to be tapped, explored, realized. However, you would agree that many people underestimate their own potential (and hence of those around them too). 

Organizational culture can often widen this gap between true and estimated self-potential. For instance, a multi-layered bureaucracy where individual autonomy is minimal can make employees extra-diffident. Further, many employees (as well as executive leadership) commit the fallacy of regarding organizational resources as fixed, and set goals based on currently available resources as the starting point. This can lead to goals that do not do justice to the organization's potential.

Couple this with our risk-averse nature and the low tolerance level most organizational cultures have for "failure".

In this situation, asking employees for what is possible for them to do translates inevitably into what employees think is certainly possible. In other words, this can lead to ideas that in most cases are too modest to be good enough. 

The single parenting principle can thus scuttle ambition, imagination, freedom and creativity - doing significant harm to the quality and quantity of generated ideas. The organization thus can fail miserably in stretching the horizon of the possible, leave alone, inspiring the impossible.

2) Either We are Too Good or You Have Infinite Time and Energy

Besides demanding individual employee ability to implement proposed ideas, the Single Parenting Principle also expects employee willingness in bringing the idea to fruition. 

In most cases, proposing an idea is but one piece of the long-drawn process of organizational improvement. Significant time and energy would often be required in developing, implementing and institutionalizing it. 

Can we expect the same employee who proposed the idea to play the lead role in all steps of the process? Mostly, no; more so, if the idea does not squarely fall within the umbrella of responsibilities given to the ideator. Yet, this is what the Single Parenting Principle assumes.

Thereby, conveying the message that innovation and organizational improvement are optional, even a luxury!

3) Thou Shalt Work in Silos

We know that almost all organizations have a certain division of functional responsibilities. These boundaries are often closely guarded, thanks to a sense of attachment to one's work, which in turn flows from the personal pride in what one does. Not keen to rub others the wrong way, most people take care in respecting these work boundaries - even excessively. Left unchecked, this apparent deference to one's personal professional space can cultivate systematic organizational myopia, and can even lead to the permanent loss of even industry-redefining opportunities for the organization.

Arguably, the biggest insurance against such opportunity losses is an idea-friendly organizational culture. One where no one is afraid to be labelled an idea person or to propose an idea for the improvement of even a team or function which is normally "none of your business".

This is especially important, given that many ideas for organizational improvement are either applicable in multiple divisions, and/or spans multiple divisions/functions.

Imagine what the Single Parenting Principle does to an organization that lives by it. In one stroke, it kills most worthy ideas. The ones that do manage to take birth are likely to address at best some local issues which may be just symptoms of deeper systemic problems; not big-picture issues, let alone game-changers. If inter-departmental ideas do emerge, the transformation of the ideator as the implementer can well lead to ego clashes and dysfunctional conflicts. Ensuring thereby, an idea-shy organization.

4) Thou Shalt Do Great Work - All Alone!

The world has always been strange to the keen observer. On the one hand, today's world appears to be hyper-competitive; at the same time, it is true also that the age of competition is over! Yes, the ability to collaborate is perhaps the definitive "competitive advantage" in the 21st century, and beyond.

The Single Parenting Principle strikes at the root of the ethos underlying this collaboration economy, By incentivizing individual accomplishment rather than group performance, the principle can prod people along heroic pursuits of self-imagined individual greatness, blind to the beauty, meaning and possibilities of collective development and mutual meaning-making.

The Single Parenting Principle for Ideas fails to recognize that we need great teams, not lone geniuses, now more than ever. No, in fact, it entrenches the opposite mind-set and motivations.

5) We Are Not One

We saw how the Principle does not fit with the realities of collective human accomplishment, in terms of the demands it places on individual employee ability, energy, group work processes and the value creation process in the 21st century society. 

A closely related, and perhaps the deepest and most significant, failure of this Principle lies in what it does to the very concept and idea of the organization itself. To the idea of work.

Let us take a brief step back, before coming to this.

I have a daughter. I love her very much. Is she my daughter? Yes. But, is she "my daughter"? My daughter alone? Of course, no. Not only is she (obviously) my wife's daughter too, she is a daughter of God, and of the world too - in the sense of being a gift, a calling to be a blessing, to it. God, one's spouse, our family, the world - all of them, as well as our children themselves, have a role in the development of our children, even if we be their parents.

In a similar sense, just because I proposed an idea, does that make the idea mine? Even if we choose to conveniently forget that we stand on the shoulders of giants, the idea belongs to the organization, the industry, the world, the times. It is my humble submission that unless we are able to adopt this spirit, innovation is likely to remain a solitary, highly painful and often fruitless pursuit. 

Yes, idea and innovation success demands both letting go of the self, and loving "their" children as yours. By allowing only one person to parent an idea, the Single Parenting Principle kills not only innovation and organizational performance, but also the essence of the human spirit. And the danger is that it does it stealthily, subliminally, often without our knowledge and understanding.

Isn't it time we adopt a more single-minded approach? An innovation philosophy, where employees are:

• encouraged to imagine the impossible and propose ideas that they believe they will not be able to implement (the ability may be unrealized, it may lie elsewhere, or the organization may acquire the ability),

• freed to give suggestions without having to take personal responsibility for them (in the confidence that the management will take care of it),

• emboldened to respectfully question accepted wisdom with childlike freedom and confidence (in the security that it will not hurt interpersonal equations),

• motivated to build on each other's ideas and implement them together,

• inspired to respect diversity, yet think and act as one, routinizing innovation and time-proofing organizational development?

Isn't it time we shed - and put an end to - the Single Parenting Principle for Ideas? Realizing that ideas have, and need, multiple parents, just like all of us need multiple parents? (I am not referring to biological parents, and please be assured that I am not making any evaluative judgement on the merits of single parenting). Hope I am not being over-confident in hoping that you agree!

Incidentally, I just discovered that I forgot to mention another - equally critical - reason for ending the Single Parenting Principle. Let me reserve that for another post.

Thank you for your kind attention, to this idea! If you find this as an "idea worth spreading", or at least deliberating upon, please do share this post with your friends/colleagues. Many thanks!

We all need feedback; would hence be grateful for your invaluable feedback. It would help me in improving/correcting my thinking, as also this idea on the Single Parenting Principle. Thanks again.

And deeply grateful to my dear and respected friend Neha; she is the one who has been the trigger for this post. Can't thank her enough.

- Dheep

dheepjoym@gmail.com

May 7, 2017

Related Posts:

1. How an Idea Management System can make your Organization more Innovative
2. How to Implement an Idea Management System
3. Innovation Tip: Love them enough to Let them Go
4. Innovation Tip: Love their Children as your Own

Ideas are Infinite, just like You!

Well, so I have a confession to make. I have been, for quite some time now, passionate about the immense power of ideas. I believe ideas are indeed the currency of the 21st century knowledge economy. Today's challenges and opportunities place a premium - perhaps like never before in human history - on our ability to continually generate worthy ideas and implement them. For the good of our organizations, societies and lives. 

An almost direct implication of this is the heightened need to establish a vibrant democracy of ideas - an environment where ideas are not sought out from the select or privileged few, but from (almost) everyone! Well, various stakeholders should be given not just the opportunity to contribute ideas, but to also give shape to their implementation. 

Are our organizations and societies capable of doing this? I find that the answer is largely NO, at present. They need to set in place new organizational processes, structures and moreover cultures and mindsets, in order to be able to engineer the shift. Not easy, not impossible as well.

Exactly around two years ago, I thought of proposing a system that can enable the Government of India to do this. A system that would enable the Government to become a virtual Idea Factory.  I had thought deeply about the design of the system and was very excited about it. 

In fact, I had already proposed citizen engagement platforms such as regulations.gov, petititions.whitehouse.gov to the leadership of my organization, in May 2014 itself; but my ideas were not received favourably enough.

So, I had the idea conceptualized, but I had not yet learnt how to develop an online portal end-to-end. Hence, I got in touch with one of my entrepreneur friends, who had started a pain-sharing portal called sharingdard.com (seems to have been shut down or shifted now), in the hope that she and her team could collaborate with me, in developing this idea sharing portal. I was hoping that once it is done, we could present it to the Prime Minister of India. :) 

But then, this happened, MyGov was launched, by the PM himself. 

Well, it was a happy sad moment for me - to be honest, more sad than happy. I took to Facebook and vented my grief, in the form of a question, asking: do I need to be happy or sad, or both?

I now realize that the first answer - given by my friend Aniket Chati - is perhaps the best one, the best attitude to have, the best way to respond: "Nothing. you would get another idea very soon". Not just as the best way to console yourself.

But more so as an authentic reflection of our reality. Each one of us has infinite potential. So does our organizations. I feel that often, we pay only lip-service to these statements.

If we really realize that we are capable of and called to do great things, that we have infinite capacity, the loss of one opportunity, the failure to get recognition or appreciation for anything, should hardly matter.

I realize that this realization of self can also be highly liberating. It would enable us to share credit, give genuine appreciation and really build others, in a much better, easier and authentic manner.

So, let us make every effort to realize this hidden potential in us. And in our family members, friends, colleagues and everyone else we come in touch with. And let us also work towards reforming our organizations, so that they become ecosystems that lead to the growth of dense forests, comprised of trees that extend heavenward. And not remain as furnaces that do disservice to the infinite beautiful potential of the people who work in them.

Postscript: You would be amused to know that another idea which I proposed to some of my colleagues, was also launched separately by the Prime Minister around an year ago But then, hey, I am at least a little wiser now. I am infinite, just like you! And our ideas too. Let us resolve to work together, to realize our potential - and our ideas.

smile emoticon

How to Implement an Idea Management System

In an earlier post, we examined the enormous potential of an Idea Management System in powering organizational innovation. So, how do we go about implementing it? A roadmap is proposed hereby, using which you may operationalize an IMS in your organization.

Sponsorship & Active Support of Top Leadership

Experience from organizations which have sought to implement idea management systems show that the success of such idea initiatives is critically dependent on the priority accorded to it by the top leadership. The importance, benefits and need for this system would have to be communicated by the top leadership to all staff and employees on a regular basis. The intervention of the top leadership might be required also when the system faces major bottlenecks, which cannot be resolved at a different level.

The Chief Innovation Officer (CIO)

It is proposed that a Chief Innovation Officer (CIO) (or equivalent) may be appointed to systematically and strategically manage the organization’s innovation projects. The CIO may be entrusted with the core responsibilities of:

• Facilitating idea generation
• Providing support to managers in evaluating and selecting ideas for implementation
• Supporting promising ideas and best practices
• Helping managers and employees explore further potential of implemented or proposed ideas
• Monitor the idea process and help fix anomalies, to ensure the smooth functioning of the organization’s idea initiatives

The CIO need not necessarily be a full-time job; (s)he may hold other responsibilities as well. The CIO may be allowed to recruit a team to assist him in this role.

Tools & Processes

A judicious combination of tools and processes would have to be employed in order to ensure that idea management is effective and yields desired results. Keeping this in mind, the following tools and associated processes are proposed:

• Idea Factory: A simple web-based portal may be developed for documenting, sharing and developing ideas. The portal would be internal to the organization. The idea factory would enable users to perform the following functions:
  • Report an improvement opportunity and solicit ideas to utilize that opportunity
  • Submit ideas
  • Search for and view submitted ideas
  • Comment on and contribute to development of submitted ideas
  • Share lessons learned
  • View latest and overall summary of ideas and generate reports (this shall be of use particularly for top management)
• Idea Sheet: To start with, we may experiment with a very primitive form of the above – a simple Excel sheet of ideas. Even after the system gets established, this may be used in conjunction with the web portal.
• Idea Reporters: Not everyone would be comfortable or sufficiently equipped to use the web portal. Keeping this in mind, some staff members may be designated as ‘Idea Reporters’. Someone with an idea may contact this person and ask him to enter the idea into the idea factory.
• Idea Boards: Boards may be put up at convenient, accessible locations in different parts of the office, so that anyone may post their idea on the board. These too shall be entered by the Idea Reporters into the database (so that the database is the complete repository of all submitted ideas).
• Idea Meetings: Regular and frequent meetings may be held by the head of each team/unit. Every member of the team may be asked to come to the meeting with at least one idea for organizational improvement. The meeting may be used to collect these ideas, document them systematically and decide on further course of action.
• Idea of the Week/Month: These may be decided by the Chief Innovation Officer and publicized across the organization, as a means of providing encouragement and recognition to the employees for their ideas.
• Idea Fairs: These may be organized once or twice a year, to showcase the ideas implemented by the organization, to other stakeholders and at the same time provide recognition to employees.
• Idea Contests: These may be employed when the organization has to tackle a project or problem which is either novel or challenges organizational resources or has defied a solution for long.
• Idea Reports: The CIO’s team would be able to generate idea reports, which give a summary of organizational ideas. This would contain metrics such as implemented ideas, status of other ideas, ideas submitted by each team, ideas generated by each manager, etc. This can help the CIO to take appropriate corrective measures.
• Idea Autonomy: It is clarified that this system does not seek to upset the autonomy enjoyed by individual managers and teams. Though anyone in the organization would have the freedom to submit an idea for the team’s consideration, what it is to be done with that idea would remain the prerogative of the team entrusted with implementing it. However, it would be wise to furnish an explanation of why an idea is not being taken forward. This would help sustain the enthusiasm of idea suggesters and bolster collaborative mentality.
• Idea-friendly culture: Organizational culture is of paramount importance in ensuring the success of this system. Hence, the management at all levels needs to make it abundantly clear that ideas are not only welcome, but actively encouraged. Further, all employees who come forward with ideas need to be treated with due respect and dignity, so that even if an idea happens to get killed, the employee motivation is not.

It may be clarified here that all employees and staff may be encouraged to come up with ideas relating to any aspect of the organization. In other words, they should not be restricted to contributing ideas for their team or unit alone. Managed well, this can improve inter-departmental understanding, team spirit and have a salutary effect on organizational culture and performance.

Ideas can be of two types: an opportunity for improvement and a solution which can help improve something. Both are to be welcomed and encouraged.

Further, the dominant focus would have to be on small ideas. Experience bears it out that focusing on a large number of small ideas is the key to improving organizational performance. 

Hope this helps you, in accelerating innovation in your organization. In making it a high-performing and exceptional organization.

(Published originally on LinkedIn)

References:

1. Ideas are Free – Alan Robinson, Dean M. Schroeder 
2. The Idea Driven Organization - Alan Robinson, Dean M. Schroeder 
3. How to Manage Innovation as a Process
4. An Overview of Idea Management Systems 
5. Why Innovation matters 
6. http://innovation.govspace.gov.au/
7. http://www.whitehouse.gov/open/innovations/idealab
8. http://www.whitehouse.gov/open/innovations/IdeaFactory/

Innovation Tip: Love their children as your own!

Making innovations happen is child's play! 

If you genuinely believe so, this post is perhaps not for you! Moreover, I would love to hear from you how you are so successful at innovation. Really.

However, if you are like most people, you not only believe but have also experienced that implementing innovation is a bitter sweet journey. Perhaps more bitter than sweet, punctuated more by ducks than by sixes, by ouchs than by hurrahs. However, you do believe that despite everything, there is merit in persevering with your innovation expedition.

How do we make this journey smoother? More importantly, how do we increase our chances of successful delivery, after enduring this labour of ideas?

In an earlier post, I pointed out that one piece of the innovation puzzle is loving your ideas enough to let them go. To let them be owned and adopted by others. 

Let us now get to the other side of this coin. 

Other People's Children

Wish the world listened to Truman! Unfortunately, there are many out there who do not just want credit. They would even kill for it! Maybe not you, but your ideas, and in the process you! 

There are others who may not care about getting the credit. But they may also not care about organizational improvement either. Or they may, but only in their own small sphere of operation. They don't have time or inclination to invest any attention or energy in your idea.

In both cases above, your idea is foreign to them. It is not their baby, and hence they either actively resent it or are indifferent to it.

Don't be like them! 

Love Their Babies

Be kind, fair and just. Be open to ideas from anyone and everyone. Give others' ideas the same regard and respect as you would, to your own ideas. They deserve it, you deserve it, the ideas deserve it.

Stretch your Arms

Be alert, ever welcoming and ever open! You never know when, from whom and how a beautiful idea may come flying to you! Great ideas can come from the most unlikeliest of places - including the most familiar ones! 

Reach out

No, don't just be open! Go out, actively reach out to others, seek help and ideas from others - from both experts and those who you think are not experts, from those both within and outside your organization and even industry. You will come back wiser, humbler and more innovative!

Run Eureka with Their Idea

Tomorrow's innovation leader would run out naked telling the world of his/her colleague's idea, praising the colleague who may still be in the bathtub!

Celebrate ideas! Irrespective of their parenthood. 

Practise this regularly, make nurturing ideas a part of your nature. This will attract more people to come up to you with their ideas. And it will help you a lot in grooming yourself as a master innovator, as you get a steady flow of ideas from outside! 

Bring Them Up

Remember that few babies are born perfect and fully developed, in every way. As an aspiring innovator, you should cultivate the willingness, enthusiasm and wisdom to build upon the ideas of your collaborators as well as others. You need to be able to not only adopt great ideas, but to also identify promising ideas of others and develop them into great ones. 

Let Them Be

You may have helped grow their children; they may even have died without you. But take it easy, don't worry about the credit. Share it generously. Just be grateful that you got the golden opportunity to play your part in growing their ideas; the ideas already carry your imprint. They themselves are your reward. Anything more is an extra gift!

These are my humble viewpoints on how one can be a better innovator! What do you think? Do they make sense? Do you agree? Do you have something else to add? 

Please feel free to add in the comments below. And please do share this post on social media, assuming you liked it! Thank you very much.

Postscript: Confessions

I realize that while I have been very welcoming towards others' ideas, I have often not battled enough to take their ideas forward (I am not able to battle enough for my ideas either). I think this is something I need to fix; who knows, if I battle more for others' children than I do for my own, I might have to battle less for my own, as others may fend for them! And that gives hope - for me, and hopefully for you too!

Innovation Tip: Love them enough to Let them Go!

The Pain of Being an Idea Person

So you come up with a brilliant idea! You believe in it. You are confident that if taken forward, if implemented, it can bring positive change to your organization. 

But alas! You need the support or sponsorship of someone else - maybe higher up in the hierarchy - to implement it. You propose it - passionately, eloquently, convincingly. You make a proposal you think they cannot refuse. 

However, to your surprise, they dispose of your proposal, by throwing it into the intellectual dustbin, by burying it deep in the organizational cemetery of ideas.

You may discover later that someone else somewhere else implements your idea and brings significant transformation to perhaps not just their organization, but also to their industry.

And what you have done? You proposed, they disposed (of your idea, and you!).

_________________________________________________________

If you have faced some version of this situation, you should listen to me! I have been facing this many times now. I have found that my success rate in coming up with new ideas is pretty good, but alas, my failure rate in implementing them too has also been almost equally high, despite having the support of great team-mates. In at least three cases, the proposals that did not see the light of day in my organization were implemented and launched even on a national scale by none less than...

Let me not boast unforgivably! Let us understand why this happens.

_________________________________________________________

Other People's Children

Wish the world listened to Truman! Unfortunately, there are many out there who do not just want credit. They would even kill for it! Maybe not you, but your ideas, and in the process you! 

There are others who may not care about getting the credit. But they may also not care about organizational improvement either. Or they may, but only in their own small sphere of operation. They don't have time or inclination to invest any attention or energy in your idea.

In both cases above, your idea is foreign to them. It is not their baby, and hence they either actively resent it or are indifferent to it.

Bring up your Babies!

Your ideas are your babies. Don't just give birth to them and abandon them. Don't just put them in pre-school - i.e., propose them - and hope they will grow and become successful on their own!

Care for them! Nurture them, fight for them, argue for them, give them what they need to grow up and realize their potential. Even if that means fighting honorably against some regressive elements of your organization. 

Let them Go!

Let them adopt your baby! Show them the beauty of your baby and how it is related to them, so that your baby becomes their baby. Show them how your idea is integral to something that they care deeply about. And let them garner a fair share or all of the credit for the idea. Let them feel it is their own. Not easy, but necessary in some cases.

This I think would significantly improve the success of your ideas and innovations - your creations, your children. Especially in an environment that is hostile to new ideas. 

Post Script

Some studies show that people who originate lots of ideas are often lousy in executing them, in bringing them to completion. Yes, it is indeed very unfortunate if you have to fight out to make it happen. Organizations should foster new ideas and innovations, and make it easy for everyone to generate and execute them. Nevertheless, given the reality of most organizations and settings, we need to figure out various ways and techniques to make innovation happen. To let our babies succeed! 

Hope this article provides some value in this direction. Please do feel free to share your thoughts too. And don't forget to share it, if you think this could be of help to someone else too! Thank you!

Passionate about ideas and innovation? You may also like to read:

1. How an Idea Management System can make your organization more innovative
2. How to Implement an Idea Management System