Tatas learn to innovate

I really enjoyed this article in the Business Standard on innovation management in India –Tatas learn to innovate:

While this is aimed to lift the inhibitions that failure can cause, TGIF realised that several employees are afraid to question conventional wisdom. Thus in the works is a series of seminars called Courage to be Curious and Question. “The Tata Management Training Centre is working on it. This is to tell people how to ask questions without being intrusive and offensive. We will do the pilot in the next two or three months,” says Gopalakrishnan.

I guess this is an important problem in most corporate cultures – lack of questioning or open debate. But I found India to have a tendency towards top-down management cultures. I do believe that the culture is changing. I talked with the CEO of a large Indian conglomerate and was very impressed with his approach to make sure decisions are as much bottom-up as top down. It will be interesting to see how Tata achieves the change in culture…

Below was another impressive paragraph. Tata attempted to define Innovation and baseline initial level of innovation before proceeding with change.

Before any effort to boost innovation, it is essential to know the state of innovation in the company. The treatment will emanate from this. After much deliberation, TGIF has adopted the Innometer developed by Julian Birkinshaw of the London Business School. It measures the innovation process and culture on a scale of zero to five, and can be run on the whole company, a unit or even a small team. So far, about ten Tata Group companies have gone through it. The scores, of course, are confidential. “We are medium to upper-medium. We are not on top. It’s a 5-point scale, and I haven’t seen a 4.9 score. But I have seen scores between 3.6 and 4.3,” says Gopalakrishnan.

This was another impressive paragraph. I am not familiar with the Innometer, but I hope to check it out soon and post about it. Unfortunately, Prof. Birkinshaw’s website does not appear to have any material on it.The only page with information I find is from Tata itself.

Another barrier to innovation was that the various Tata companies wouldn’t talk to each other. There was always scope for collaboration, but seldom was it exploited. This was because large group companies like Tata Steel, Tata Chemicals and Indian Hotels Company were run like independent fiefdoms. Ratan Tata, when he became chairman in the early 1990s, eased out powerful chieftains like Rusi Modi, Ajit Kerkar and Darbari Seth. A cohesive group identity was forged, but collaboration still did not happen. So, TGIF decided to set up InnoClusters — groups of companies that could work together in different areas. There are four such clusters: Nanotechnology, plastics & composites, information technology and water. At the moment, the biggest cluster, of ten companies, is around nanotechnology.

Finally, TGIF has setup an innovation market place and they seem to have a good plan for staged implementation…

TGIF has come out with a web-based open innovation initiative called InnoVerse. Employees can post a problem on the intranet, to which anybody can provide a solution. People can bet on ideas with the 1,000 karma points they get. If the idea is accepted, your pile of points goes up. More than that, this will show which solutions are popular. A pilot is being run at the moment. Can all 300,000-odd Tata Group employees access it? “Not all, but most can,” says Tata Quality Management Services Vice-president Ravi Arora. “You must remember that a large chunk of these employees (almost 40 per cent) are from TCS, who are all net-savvy.

Rewarding Failure

The Kellogg Insights from Kellogg School of Business has an article justifying Bonuses Despite Billion Dollar Bailouts:

Eisfeldt and Rampini’s research suggests that their function is less about the past than the future. Bonuses provide managers with an incentive to be honest about their own performance and about the firm’s prospects earlier rather than later, when shifting capital to more productive managers and more productive uses can have the greatest impact.

Clearly, large bonuses in failing financial institutions is a touchy subject and I would like to stay away from it. However, there is definitely a case for rewarding failure in R&D. If all R&D efforts are successful, than the organization is not taking large enough risks and would likely not be able to compete long-term. Managers need to drive a healthy risk appetite, while managing overall exposure. Furthermore, if failures are not exposed early, more money is normally wasted in keeping wasteful projects alive. It also means that the R&D culture is not accepting of failure and that is a dangerous path.

One effective approach to encouraging/managing risk is to tie some fraction of executive compensation to “Wasted Development Effort.” The idea here is to recognize that some R&D should fail and that the executives should be encouraged to talk about it. If the term wasted development effort does not sound appropriate, consider Technology Path Elimination. My boss a few years ago came up with this term and it sounds much better: Encouraging R&D organizations to eliminate technology paths that will eventually lead to failure. Thoughts?

Key challege for R&D Manages: Manage Complexity

Knowledge@Wharton had an immensely relevant article for R&D management:
Under the Hood of Toyota’s Recall: ‘A Tremendous Expansion of Complexity. The article is a discussion between Prof Fujimoto and Prof McDuffie about the root causes of Toyota’s current troubles.

“MacDuffie: You have studied Toyota and its production system for a long time. Can you tell us what surprised you about the recall crisis, and if there was anything that didn’t surprise you? Fujimoto: I was surprised to see that Toyota was the first to be caught in this trap of what we may call complexity problems. Society and the market are making stricter and stricter demands on all the cars and vehicles in the world. So this could happen to anybody. But I was a bit surprised that this happened to Toyota first, because Toyota executives had [issued] a warning about [being] in a very difficult situation regarding complexity. So they knew that this could happen to anybody.”

I am not sure if many people recognize this rise in complexity. As the pace of R&D increases around the world and products get ever more advanced, the demands on R&D teams are increasing exponentially. Instead of improving cross functional communication, the need for specialization is actually fragmenting the R&D and associated management environment. Cultural and geographical boundaries introduced by multinational multi-organizational teams further exacerbates this fragmentation.

MacDuffie: And that creates tremendous demands on the designers, right?
Fujimoto: Right, it’s a nightmare for the designers. You have to take on all these constraints. It’s like solving gigantic simultaneous equations involving structures and functions. For example, with the Prius recall, the problem resulted because Toyota tried to improve fuel efficiency and safety and quietness at the same time through a nice combination of very powerful regenerating brakes, plus the latest antilock brake system, plus the hydraulic braking system.
But the relationship between the three kinds of brakes changed with the new design, and then drivers could have an uneasy experience when there was switching between the different brakes a little bit…. Toyota failed to see this problem in the right way, at least in the beginning.

The key challenge for R&D managers to come up with approaches to manage this complexity effectively. Since the trend for faster cheaper and more advanced is not going away anytime soon. What has your experience been?

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Use of checklists in R&D management

A blog post in the Harvard Business Review talks about “What Sort of Checklist Should You Be Using?” The post lays out five types of checklists based on Mr. Gawande’s work. I believe two are important to R&D management

3. At a construction site in Boston, Gawande encounters what I’ll call a coordination list. You have an extremely complicated endeavor that no one person can fully understand, so you set up procedures that force the various specialists involved to consult each other on a regular basis. Again, this seems like something with all sorts of applications outside of construction (and medicine).

4. Gawande describes several value investment managers who use checklists to make sure they always follow certain steps before putting money into a company. This is a discipline list. In a calm, reasoned state of mind, you set down a list of procedures you want to follow to keep you from making bad decisions later, in the heat of the moment. It seems like these can’t really be standardized but, in part because they’re not standardized, they can be used almost anywhere.

Add a sixth type which I have found to be extremely important in R&D Management: Review Checklist. This is probably a combination of 3 and 4 with a flavor of risk management and project management. My experience is that feedback from project reviews is very useful, but extremely difficult to capture. There is also a lot of variability on types of responses you get from reviewers (based on their backgrounds). I believe standardized checklists can help improve review effectiveness immensely. Even so, many firms I have visited do not use them consistently. Even when the do, they do not capture all aspects of project management in their checklists. What have you seen?

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Invention vs. Innovation

The article “Innovation is key to prosperity” from Canada (The Star) does not have a lot of useful information, but it does actually make a claim that there is too much money being spent on invention and too little on innovation:

The Canadian government puts too much emphasis on invention, and not enough on innovation – even though the latter drives economic prosperity, according to a new report from a competitiveness think-tank. Government policy tends to support inventions at the expense of improvements in existing products or processes that would provide value to consumers, says the provincially funded Institute for Competitiveness and Prosperity.”

The article makes amazing claims: Innovation needs to be improvement of existing products. “Business Innovation” can be the real driver of innovation and not science and technology.

“Obviously, we need science-based discovery as a foundation for innovation. But our prosperity is the result of business innovation that adds value to our day-to-day lives,” said Roger Martin, chair of the institute.

“Without greater emphasis on true innovation, we will continue to spend billions of dollars funding invention and get little innovation to show for it.”

I have found definition of innovation to be a pretty regular problem R&D management. How one defines innovation will decide how much money is being spent on innovative projects and how much on the others? How does your organization measure innovation?

BCG Innovation Study

The management consulting firm BCG has a very informative annual Innovation survey. The results of the sixth survey were published recently. The study provides very informative results and may help with benchmarking your organization.

The fraction of executives being satisfied with the return on their R&D investment went up from 43% in 2008 to 52% in 2009. I wonder what has caused the change. May be because the budgets have been cut enough to drive the return or the executives are working harder to drive focus.

Another interesting result is that everyone believes that innovation should be measured rigorously and less than 50% of the organizations actually do so. I have found that measuring innovation requires defining what is innovation. Many of the companies I have worked with have no clear definition of what is innovation and how it is different from R&D in general.
What is your experience?

2010 Global R&D funding forecast at greater than $1.1 Trillion

R&D magazine produces an annual Study on global R&D funding forecast that is full of great information. In 2010 R&D spending is going to exceed $1.1T globally (flat from 2008). US continues to lead at almost 35% of the global R&D budgets, but the share seems to be flat to declining. Finland and Sweden lead the world in number of scientists/engineers per million people.

Almost 75% of the organizations have changed R&D plans because of the recession and a similar fraction has actually reduced focus on R&D.

Lots of interesting data. Check it out…

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Disruptive and sustaining innovation

Inder Sandhu, SVP of Strategy and Planning at Cisco has written an article in Forbes about new product platform development and product improvement. The idea is that an organization needs to focus on developing new product platforms while generating revenues from incremental improvements to existing platforms. He calls it Disruptive and Sustaining Innovation.

But doing both isn’t easy. Start-ups often prefer the dogged pursuit of the next big idea. And large companies are often reluctant to invest in disruptive innovation, feeling constricted by their commitments to existing customers, pressure from investors for short-term results or even fear of upsetting existing revenue streams.

But when companies do both, the payoff can be great. Two complementary options, in this case sustaining and disruptive innovation, can amplify one another many times over. When Cisco makes an advance in one form of innovation, it usually gains a benefit in the other. And that is the true power of doing both.

Clearly, author has a great point and R&D managers need to effectively balance R&D investments across disruptive and sustaining projects. There are also other axes that factor in: Early stage or mature, discriminating vs sustaining, skill-set enhancing vs. feature developing etc. However, the right balance is often difficult to find and tools to visualize and effectively guide the R&D portfolio are nonexistent.

I am not sure if I would necessarily call adding features to an existing product innovation. However, definition of innovation it self is some what confusing. Clearly, one can make disruptive innovations in production of an existing product and there by gaining a new advantage in the market place (see the earlier post about R&D at 3M). However, calling all R&D innovation may hinder effective R&D portfolio balancing.

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Why are companies still struggling with cross functional core teams?

The concept of cross-functional core teams have been around for decades. The belief is that a diversified team will be able to make better collective decisions and move projects faster by taking parallel, but coordinated functional paths. Most companies have embraced the concept and run development project teams with members from Marketing, Quality, R&D, Operations, etc. A closer look reveals, however, that these companies have the form but not function. It continues to amaze me how even multi-billion dollar technology companies struggle with it. Functional areas are highly siloed with each not knowing what they need to produce for other functions to do the work. Why are we still struggling with this?

R&D at 3M

WSJ has interviewed 3M CEO Mr. Buckley in the article At 3M, Innovation Comes in Tweaks and Snips. Even though the article title is about innovation, the actual interview has some excellent points about effective R&D management, skill-set management and motivation.

Senior leaders can reinvigorate an area just by making sure the team knows and feels that the area is important to them:

“Mr. Buckley: I remember my meeting with Chris Holmes [who heads 3M’s abrasives business]. I had been in the company maybe a month. During a business review I said, ‘Tell me what is going on in abrasives. What innovations are we doing?’ Chris said we were doing this and that, but abrasives [were] not considered sexy. I said, ‘Why not? I think abrasives are sexy. Why can’t abrasives be sexy?’ I think it’s those simple comments to people who have been convinced over a period of years that they are unimportant. Chris was utterly inspired by that.
Innovation and outside the box thinking is not cheap. Creativity requires significant commitment of resources and recognition at C level

WSJ: How else do you get your people to be creative? Mr. Buckley: Everybody wants to find out how to can creativity. You can’t. Creativity comes from freedom, not control. We let all the people in the R&D community spend 15% of their time researching whatever they like.
Innovation is not always targeted towards a brand new market. It can be a new way to manufacture a product to give the company a competitive advantage.

Mr. Buckley: It was finding ways to simplify how you make the lowest-cost high-performance respirator possible.
We often think innovation is making a breakthrough at the top of the pyramid. That’s often not where the hardest challenges are. The hardest challenges are often: How do I make a breakthrough for next to nothing?
R&D management improvement is not conducive to Six Sigma like processes. R&D is discontinuous and requires management insight

I don’t know because it isn’t a process. [The quality-improvement process] Six Sigma’s worked wonderfully in our factories, but we tried it in our labs and it doesn’t work. It’s obvious why. The creative process, whether it is with me or anybody else,is a discontinuous process. You can’t say if I put more money in it I am going to get more out.
Hands-on senior management that walks the lab has enormous value -both in motivation and in efficiency/results.

WSJ: How often do you go to the labs?
Mr. Buckley: It’s dangerous when I go over. I’m told, “Every time George goes over to the labs he gets a new idea for a new product.” I probably go once every two weeks.

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