Three Lessons in ‘Just Do It’ Innovation

By: Jessica Day

 

In the field of innovation, change that can impact a business runs the gamut between "just do it" ideas and ideas that take weeks, months, or even years before they start generating a return. But every idea has the potential to make an impact and save employees or end users both time and money.

 

For example, take a major restaurant chain and two "just do it" ideas that have ended up saving them time and money.

 

One employee noticed that tabletop ketchup bottles often had to be replaced. This same employee suggested that by offering sides of ketchup on appropriate dishes rather than a bottle on every table, this could save the company six figures.

 

Another idea streamlined Sunday service. On Sundays (and only Sundays) in the restaurant, they served both loaded baked potato soup as well as including a brunch offering. Both the brunch items and the soup were topped with numerous condiments that required extra attention from each server. One employee suggested simply serving baked potato soup on another day and suddenly as a result, the staff workload was reduced and the brunch items were delivered to guests at a faster rate.

 

Both of these are examples of ideas that can be implemented immediately with very little upset. But instituting a system where these ideas turn up on a continual basis requires cultural and procedural understandings.

 

Lessons Learned:

1. Innovation Still Requires Administration: Any open innovation platform requires multiple modes of communication for engaging members and reviewing ideas. But the administration doesn’t end with generating ideas – it also requires innovation management and seeing those ideas through into reality – making sure that the ketchup bottles are removed from the table and replaced with new side cups for serving, for example.
2. Stir the Pot At Least Every Two Weeks: This company established two groups of moderators that go into the community every two weeks to contribute thoughts and comments and encourage participation from other members. They found that making sure that ideas were responded to (whether they were implemented or not) was the best way to get people to return and contribute. The second group was in charge of up-leveling ideas and recommending them for implementation.
3. Senior Level Buy-In: As much as any employee can suggest the next business impacting idea, having executives that will make those ideas into reality is just as imperative. At this restaurant, they are surprisingly highly involved. Oftentimes, they identify the most-valuable ideas before they’re even recommended.

See this and other newsletter articles at http://amt-mep.org/files/9614/2115/5399/2015-01.pdf

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