Introduction

Every business started with an idea. Every new growth initiative will begin with an idea. Yet for most businesses, the generation of ideas, which is the lifeblood of their continued survival, is ignored or, at best, left to chance. My belief is that this situation is not sustainable.

In this chapter I will outline how you can greatly increase your chances of innovation success by adopting a more systematic approach to concept development. Why is this important? Because it is the front-end of the innovation process that for many managers causes the most difficulty.

From my experience, nearly all leaders in recent times have been schooled exclusively in a cost-cutting mindset. As a result they have almost lost their ability to think in a more imaginative way. This will not be a problem if their operating environment does not change, but it presents a real dilemma if there is a new competitive threat, a shift in a consumer trend or if a new technology emerges.

It is not enough to tell managers that they need to be more innovative. They have to be given the right mindset, tools, concepts and practices to help them along their journey of imagination . For most managers this is an uncomfortable trip but it is a competency that every manager must possess. The good news is that concept development can be learned and enhanced, though for some it will not be easy. It requires effort, passion and commitment. Most of all, it requires leadership. Innovation cannot be delegatedit is far too important. The very growth of your brands, business and yourself depends on it.

My aim in this chapter is to provide practising managers with a road map to help them begin or enhance their innovative performance. Your competition can copy a single idea, but will find it very difficult to mimic a systematic, front-end idea capability.