What is not innovation?
Not everything that claims to be innovation truly lives up to the title. There is certainly some subjectivity, so in doubt we should refer to The Oslo Manual list the changes that are not innovation.
Innovation is considered as a driving force in progress.
It includes the introduction of novel ideas, methods, or products that bring positive change and advancement.
For more information about innovations, check our glossary
Defining the Limits of Innovation
To determine what doesn’t qualify as innovation, we should define of innovation first. Innovation involves the creation or adoption of new ideas, processes, products, or services. They should deliver added value, solve problems, or enhance performance.
So, what falls outside this definition and doesn’t qualify as innovation? Let’s see a few easy cases:
1. Incremental Improvements: While incremental improvements are valuable for optimization, they don’t necessarily represent innovation. True innovation involves significant, transformative changes, not merely small enhancements. Yet there is a type of innovation named
2. Rebranding or Repackaging: Only changing the appearance or marketing of an existing product or service. Without fundamentally altering its core features or functionality does not constitute innovation. It’s more of a cosmetic change.
3. Copying Competitors: Replicating the offer of competitors can be only imitation. Innovation should add unique value or differentiation.
Recognizing “Innovation Theatre”
Innovation leaders must be vigilant to the “innovation theatre.” This is the practice of going through the motions of innovation without producing meaningful outcomes.
Signs of innovation theatre include:
1. Lack of Tangible Results: When innovation efforts consistently fail to yield concrete results or impact the organization’s performance.
2. Misaligned Priorities: Innovation initiatives are detached from the organization’s strategic priorities and objectives.
3. Overemphasis on Buzzwords: When innovation discussions are dominated by buzzwords. This includes jargon without substantive action or substance.
The Role of Innovation Managers
Innovation managers play a pivotal role in distinguishing true innovation from what falls short. Here’s how they can guide their organizations:
1. Set Clear Criteria: Establish clear criteria for what is innovation within the organization. They must be aligned with strategic goals.
2. Promote a Culture of Risk-Taking: Encourage employees to take calculated risks. So they can pursue genuinely innovative ideas, even if they carry some uncertainty.
3. Measure Impact: Set metrics to evaluate the impact of innovation initiatives. It ensure alignment with the organization’s objectives.
Case Studies in Non-Innovation
To illustrate what doesn’t qualify as innovation, let’s consider a couple of examples:
1. Color Variations in Smartphones:
Offering the same smartphone model in different colors may be visually appealing. It doesn’t represent true innovation. It’s a cosmetic change that doesn’t enhance the phone’s functionality.
2. “Innovation” in Bureaucracy:
Some organizations introduce new layers of bureaucracy or complex processes. This might be perceived as innovation in internal operations. But it often hinders efficiency rather than enhancing it.
