Companies should avoid the temptation to brand their innovation program. While it seems like a great way to bring excitement and focus to innovation, branding these programs does just the opposite. Employees become cynical, they wait it out, and they go right back to doing what they were doing before.
I liken this advice to that from Edwards Deming on quality. His 14 Key Principles are legendary in the quality movement worldwide. Principle Number 10 says:
“Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.”
In other words, don’t cheer people on to do something they already do or, worse, don’t know how to do. For example, don’t place huge banners in the cafeteria or on the employee website about the importance of quality. That’s because…they already know it! It annoys employees when the company condescends.
The same is true with innovation. Branding your corporate innovation with hyperbole and slogans only defeats the purpose. But there are some who would argue the merits of branding. It signals leadership support, and it creates enthusiasm. GE’s “Ecomagination” for example, makes a clear statement about the company’s emphasis.
Perhaps the same could be said for branding your innovation program:
If you insist on bringing high visibility to your innovation program, don’t brand the entire program. Rather, brand the innovation training program. Signal to your employees that you are serious about giving them the skills that matter most – the ability to create new and useful innovations across the entire enterprise. THAT is worth bringing attention to.
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