There are plenty of good ideas in the world, there is an abundance of IQ, and good talent is now available on a global scale.

So why is successful innovation so elusive for so many?

Let’s start with one of my favorite quotes: “Talent is cheap, execution is the expensive part”.

We’re often hear that “hiring talent” is what to focus on. That certainly has merit, but I think a better mindset is “let’s go get some execution”. There’s no point having the smartest people in the world, with the biggest/baddest degrees, working on things that aren’t going anywhere. What is “execution”? Spending time working on the right things at the right time and delivering something of great value to your customers and your business, in an optimal time-frame.

A key point here is “adding great value to your customers” – without that, not much else matters.

Up through the floor boards

Software product innovation is truly becoming a ground-up proposition – it does, and must come through the floorboards of a company, not just from the executive conference room. The tools and platforms to build, run and iterate the creations, are now readily accessible and either free or really inexpensive. Developers don’t have any real barriers to innovation – they can just go do. Long gone are the days of “I need a server” or “I need a software license” which of course 99% of developers could not sell to upper management. Today, without permission, developers can go do … a lot. Since bureaucracy will always exist, and boy do they hate it, a developer can now quietly take the position “get the hell out of my way, I’ll just go build it”. Problem is, they might keep it and say bye-bye.

The other reality is that the user is in control and good developers, SEO’s, product and customer-facing people have the real pulse of the user and the ecosystem in which they operate. They (should) understand their challenges and issues intimately. Wow – what a great set of resources to tap into.

As a busy executive running your group, blocking and tackling, how do you leverage all of this “execution” either already happening or pent-up in your organization?

New mind-set

Some “re-programming” is needed. Most executives don’t get to that level by accident – let’s just say you do you have some real skills, they are valuable, you get paid well. Naturally, one could assume, given the elevated status, that you’re smarter and more valuable than most in your org. That could even be true.

But we’re talking about innovation here – something new – the next thing – seeing around corners – not the status quo. Someone recently asked me to justify, with a case study, an opinion I had on a particular subject. This is precisely the problem – there are no case studies or directions on how to create great new stuff. Thought and execution leadership requires insight and courage.

Let’s start with insight – you could be an industry leader, know your business inside and out, highly respected in your field and have no clue how to create the next shiny new, game–changing object. It is more probable something will evolve out of left field, and side-swipe your business. Damn, now you’re in catch-up mode, and not looking so smart anymore.

How do you avoid this? You need a broader perspective of what’s happening in the world, and an ability to “connect the dots” – as an exec, you really should be able to connect the dots, with enough intel. In today’s world it is virtually impossible to keep up with all potential threats and opportunities, without having an army on your side, scouring and interpreting the landscape.

Meet your new army

Better yet let’s call them your new “business partners” – your developers, analysts, product managers, SEO’s, creatives, customer service people, social media people, truck drivers – don’t discount any group or level. Remember you are connecting dots, not necessarily getting a packaged solution from any one individual.

You don’t even have to give them any assignments to “go dig” and find me some good ideas. They already have them, are thinking about them, and may even be working on them.

They each have their own unique perspectives on the business, the industry, the customers, the future, the world, and how new products affect their personal and business lives. This is your goldmine. This is your mesh network. Hopefully, you have created a positive, respectful work environment so they will at least open up to you.

“But, I don’t have …”

… the time, the budget, buy-in, the bandwidth, yada yada. But I imagine you do like and want to keep your job.

So, let’s address the WIFM (What’s In It For Me). By “Me”, I’m talking about your new army. Why should they spill the beans and make you look good? Because it’s their job. Actually, no. Unless they are in charge of innovation, they are doing the job you hired them to do. OK, if they won’t help me innovate, I’m going to fire their ass. Well, that’s a really dumb idea.

Incentives and Aligning Interests

OK, I’ll give it a shot – now what? The incentive system and aligning interests. Find out what they want, and find a way to give it to them, in return for their ideas AND execution. Unless you’re dealing with a hard-core mercenary, it may just be that cool conference in NYC they want to go to. Might be as simple as recognition – name and glowing article in the company newsletter. If you need to pay-up, it might even be worth it for the right execution. Setup an “Innovation Program” as in “Who wants to be the company’s next star?”

HOWEVER … screw anyone and the game is up. No more ideas, employees leave, you’re back to square one. Have the courage to follow-through and make it happen. That is YOUR job.

If you really want to innovate, tap into your existing gold mine and make it worth their while, become their business partner. Think of it as an investment – you are the VC or Angel inside your company. Moving towards this mindset will unlock the floodgates of ideas, and “pocket projects” already underway, from the people already working “for you”.