Just because you have an idea doesn’t mean you’re innovative, says Lisa Bodell, ceo, Futurethink, New York City. She spoke at the Paperboard Packaging Council’s (PPC) Fall Meeting and Leadership Conference, held earlier this month in Phoenix. Approximately 90 folding carton industry executives and suppliers to the industry attended the meeting.

　　“Creativity thinks up new things, innovation does them,” she states.

　　So what do you need to better innovate? Bodell chooses four key words: ideas, strategy, process, and climate. First you need to develop a stream of original ideas tied to real business needs. Second, you need to set a foundation (a strategy) that defines innovation objectives and mobilizes efforts. Third, you need to create a streamlined and flexible approach (process) to shepherd innovative ideas to market. Finally, you must build a thriving work environment (climate) that drives innovative behavior across the organization.

　　Lead by Example--If your business doesn’t currently have a climate of innovation you have to first lead by example. Be willing to play an active part in innovation, says Bodell. You should also:

　　•Cultivate a climate of smart risk-taking;
　　•Create comfort around works-in-progress;
　　•Encourage new and alternative perspectives; and
　　•Discover meaningful ways to hire, train and motivate the workforce.

　　Who is coming up with innovations today? Bodell cites the Keep the Change™ credit card program from Bank of America, the ONE credit card from American Express, and Virgin Brides from Virgin CEO Richard Branson. Virgin Brides was a company Branson started when a stewardess complained that she had no time to plan her wedding. The list goes on. Commerce Bank challenges employees to identify “stupid” banking rules that fail to satisfy customer needs.

　　Nevertheless, not every idea can be a winner. Bodell notes that years ago Starbucks came out with Joe magazine for customers to read at its stores. It lasted three issues.

　　“It is okay to fail,” she stresses. “Bank of America believes in sharing ideas and failing fast.” She points out that Google Labs has 17 to 20 projects going on at once while Nike runs an innovation kitchen that explores projects that have nothing to do with running.

　　Innovation Disconnect--Bodell points to an IBM study that nicely illustrates the disconnect between management and employees on innovation:

　　•81 percent of CEOs believe innovation is a top priority―only 63 percent of employees agree;
　　•76 percent of CEOs believe their company fosters a culture of innovation―only 51 percent of employees agree; and
　　•56 percent of CEOs think their company has the right structure in place for innovation―only 44 percent of employees agree.

　　There are plenty of outlets to learn something new, she notes. For example, why not Google the future? Type in some key words (she suggests Packaging 2020) and see what comes up. You can also visit such Web sites as www.creativitypool.com, www.halfbakery.com, www.nike.com/nikelab, or www.innovationwatch.com.

　　You can also put some zip in your reading list by picking up three diverse new publications, resources or Web sites. Or visit a new store, or a different coffee shop. Maybe it’s worth creating an advisory board, picking some people form outside your industry.

　　“Do something out of the ordinary to discover the extraordinary,” she states. “Make innovation a regular and expected part of your routine. Schedule innovation time into your calendar. It doesn’t take a lot of time to get new perspectives and find out what’s next for your organization. Have a monthly “10 at 10” meeting in which team members share 10 new ideas at 10 a.m. Start small, but make innovation part of the everyday.” For more information, visit www.getfuturethink.com.OBM

　　Callout: “Do something out of the ordinary to discover the extraordinary.”―L. Bodell, Futurethink