When we look at innovation, we look at the customers, quantum of work left out, funds available and the time at our disposal. Additionally we also bring in the risk involved in terms of technology availability, appropriate workforce available, etc. into consideration.
More often than not organisations insist on two main aspects, one, the funds at our disposal and then the risk of not completing the task cue to non availability of the above said resources of technology, trained manpower, equipments etc.
Recently while going through an HBR article which tried to look at innovation, they targeted the same point. Why not look at outcome and time left as two major constraints to effect innovation ? Murray and Johnson in their HBR article Innovation starts with defining the right constraints, addresses the same question (click here).
One of the best Project Managers India has ever had is the Metro man E Sridharan, who besides putting India's first metro in Kolkata in place, worked to put Konkan Railway and Delhi Metro in place for the people of the country in record time and to exacting performance requirements. Sridharan had in his younger days done greater deeds like putting the damaged Pamban bridge coonnecting mainland India to Dhanushkodi back in form in just 45 days.
Sridharan actually worked on time constraints, he always had the reverse clock to denote how much more days were left to complete the project and what was the minimum expected outcome in that limited time. If time and outcome constraints were adhered to sincerely, the constraints of funds and risk would naturally be contained. Innovation in Sridharan's case was the timely completion of the project with least accidents, risks and capital investment.
The above article tells us that in new product development or other innovative activities too, the same principles hold.
George..
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