In this world, the only constant is change, and the only certainty is uncertainty. In the increasingly complex business environment, innovation has become a "golden key" for enterprises to deal with uncertainty. Qinfre, the predecessor of Procter & Gamble, said in summing up the successful experience of Procter & Gamble: "Every enterprise has its own core organizational principle, and people will follow this principle when making decisions, meeting challenges and creating opportunities. At Procter & Gamble, this principle is innovation. " Not only P&G, but also innovation is necessary for all enterprises to survive in the future.

All-staff innovation is the concept of true innovation, which is definitely not just product and technology innovation, but comprehensive work innovation, that is, all-staff innovation and whole-process innovation are needed. All-staff innovation means that all employees of the enterprise are trying to innovate and popularize innovation with innovative ideas, and through innovation, they can improve their work, improve efficiency and increase benefits. Whole-process innovation is not only the concept of continuous innovation-it is very important in all stages of enterprise development, but also the significance of pursuing innovation in every link and detail. That is to say, innovation exists not only in technical research and product development, but also in all management links such as supply, production and sales.

However, some business owners always lament the lack of talents in their enterprises. Moore pointed out that innovation and inertia are twin brothers, and inertia is like the devil. For many companies eager for innovation, overcoming the magic of inertia is the biggest challenge they face. Especially innovative talents. In fact, the lack of innovation in enterprises is often not caused by the lack of innovative talents, but by the "innovation inertia" of enterprises themselves. Every employee has a talent for innovation, but their passion and potential for innovation have not been stimulated and released. From the management point of view, employees' laziness will not only be manifested as indifference and indifference to their careers, but also as passive evasion, muddling along, being content with the status quo and not seeking progress in their own work.

Usually, employees' innovation inertia is generated under certain conditions, which is due to the existence of potential factors that are not conducive to innovation. In fact, employees actively pursue the realization of self-worth and get material and spiritual rewards through excellent work performance. Many employees also know that excellent work performance is often achieved through innovation, which is difficult, but it is also the best way to create good results. Therefore, as long as the enterprise has an innovative "hardware" environment and "software" environment and is effectively encouraged, every employee will work hard and give full play to his innovative ability.

Reasons for the inertia of innovation So, what causes employees to stick to the rules and are unwilling to innovate?

First, the fear of innovation. Employees' fear of work innovation is mainly concentrated in three aspects: first, they are worried about the failure of innovation and bear the responsibility for failure. Second, the fear of innovation has changed a person's life, that is, it is precisely "the rafters in the early days rot first", which has become the target of public criticism within the enterprise because of innovation. Third, I am afraid that innovation will bring me trouble and increase unnecessary workload, because in the minds of some employees, "more things are better than less."

Second, I am tired of innovation. Excessive attention and promotion of employees' innovation by enterprises will make employees' innovation pressure too great. Employees who have been committed to innovation for a long time are likely to be exhausted. Such enterprises are like "juicers", which drain the "innovative cells" of employees. In the long run, employees will have no "ideas". Therefore, it is also a misunderstanding for enterprises to pursue innovation excessively, which will not only easily lead employees to ignore basic work, but also affect their enthusiasm and initiative. Some employees even have no intention to do the basic work they should undertake for the sake of "innovation", and spend all their time thinking about "bad ideas" and "bad ideas" to cope with the inspection and assessment by superiors, which will form bad work motivation and value orientation in the long run.

Third, lazy to innovate. There are many reasons why employees are lazy to innovate: enterprises lack innovation mechanism and do not take innovation as a performance appraisal item; Employees are not interested in innovation, content with the status quo, and even muddle along; Innovation is not valued by enterprises, and even brings unnecessary troubles to employees, such as being accused of "doing nothing"; Employees lack long-term persistence in innovation, sometimes they get hot-headed and sometimes they give up because of laziness. It can be said that employees are neither prepared for danger in times of peace nor prepared for danger in times of peace.

Fourth, limited by innovation. Enterprises may become the shackles and shackles of innovation in business model, rules and regulations, corporate culture and so on, which makes it difficult for employees to "dance" in innovation. Dell has changed the computer industry with two major innovations: one is telephone or online direct selling, and the other is the mode of instant production and supply after receiving orders. These two innovations brought huge cost advantages to Dell, but they were later widely copied. In the case that the organizational process and business model have been formed, the inertia force is huge, and changing the strategy will make investors who hope that Dell's high efficiency will bring high profit margins feel uneasy. Therefore, within Dell, we don't allow any idea of breaking through the model, but insist on the so-called dell model, and as a result, the company suffered a big loss.

Fifth, be proud of innovation. Many enterprises or employees do not innovate because they feel that they are ahead of their competitors and far ahead of other enterprises, so they try to stop and catch their breath. This proud attitude is an important reason why successful enterprises encounter setbacks. Any enterprise has no proud capital at any time, and it will inevitably pay the price for it.

How to stimulate innovation potential

Innovation is one of the important working themes of enterprises, and it must be systematically operated;

Formulate innovative strategies. The formulation and implementation of all-staff innovation strategy and "360-degree innovation" by enterprises not only have the whole process and all-round external demand, but also have the inherent requirements of enriching connotation and gathering wisdom and strength. It is also an urgent need to build a learning and innovative enterprise, and to define the goals, directions and rules for employees to carry out innovation work. As a member of an enterprise, an employee must personally experience the working atmosphere with innovation as the theme. If he doesn't work hard to innovate, it means falling behind and being eliminated.

For example, Liaoning Wazhou Group has formulated and implemented the "commanding heights" innovation strategy, which is to seize the commanding heights of the world bearings in technology, products and market. Putting the creation of technical innovation system at the top of the work, taking the technical center as the lead unit, and the quality assurance department, planning and development department, subsidiaries and branches of the company are responsible for the division of labor, forming a technical innovation system with full participation and close cooperation from top to bottom.

Establish an innovative mechanism. The innovation mechanism mainly includes organization, mode, culture, system and process, which is a powerful guarantee and support for enterprises to carry out strategic innovation, system innovation, whole-process innovation and all-staff innovation, or a "soft environment" for innovation.

First, through the establishment of relevant innovation organizations to exercise innovation management functions. For example, Shanda Network established an "Innovation Committee". For another example, in order to implement employee rationalization suggestions and employee innovation achievements, Haier Group's trade unions set up an employee innovation achievement management company, and the trade unions of all units of the group also set up an employee innovation achievement management branch. Trade union chairmen at all levels personally took the lead, put employee rationalization suggestions and employee innovation achievements into key work, set goals, and decomposed them layer by layer, and implemented the principle of "one person, one number", which greatly stimulated the business vitality of the person in charge.

Second, innovation must be combined with the actual situation of enterprises and have a personalized innovation model. For example, Procter & Gamble's open innovation model launched the "ConnectDevelop" innovation model in 2000, that is, not only relying on internal employees, but also opening the company's walls, uniting loose external non-Procter & Gamble employees, forming group wisdom, carrying out purposeful innovation according to consumers' needs, and then optimizing all innovative solutions on a global scale through the technical information platform.

Third, innovative culture is like the soil and air of innovation. Without cultural support, any innovative action is empty talk. In particular, enterprises should establish an innovation culture that tolerates failure, so as to dispel employees' fear of innovation failure and take responsibility bravely. For example, Baidu has adopted a quite tolerant attitude towards innovation failure, that is, it doesn't matter if it fails, and it won't be punished, but it must be carefully summarized to find out the reasons for the failure and prevent others from repeating the same mistakes. Another example is 3H Company, which encourages innovation and tolerates failure. 3H Company fully empowers employees and encourages them to understand and discover customers' needs. When employees find problems, they can use the company's origin fund and 15% development fund to develop innovative solutions, and the risk of innovation failure is borne by the company.

Fourth, the innovation process is the procedural guarantee from creativity to achievement and even smooth transformation. In 3M Company, when employees put forward a new idea or idea, they will organize an adventure team composed of the developer of the idea and volunteers from production, sales, marketing and legal departments to cultivate the product and protect it from the company's severe investigation. Team members always develop products until it succeeds or fails, and then return to their original posts to continue developing new products.

Fifth, the innovation system is the operating rules and implementation guarantee of innovation activities, and its core is the innovation incentive system. There must be brave people under the reward, but the innovation incentive is definitely not limited to bonuses, but there are many forms. For example, Wuzhenmao Liquor Company has formulated an innovation award system, which divides innovation awards into five categories: marketing, science and technology, management, teamwork and rational suggestions. Each category of awards is also divided into different grades, not only issuing certificates, but also giving some extra points when participating in the selection of outstanding employees, and rewarding paid holidays, with the highest bonus of 1000 yuan. There are also many enterprises that have set up innovation funds, such as Shanda Network and ZTE. Under the platform of "Innovation Fund", the element inspiration of new ideas, new technologies and new projects existing in every employee's mind can be fully explored and developed.

Build an innovation platform. In fact, innovation platform is a comprehensive concept, which mainly refers to providing "hardware support" for employees' innovation, such as organization, place, technology, equipment, channels and activities. Of course, the organization here is not an innovation management organization, but an innovation execution organization, or an innovation execution platform. For example, Kong Liming's scientific and technological innovation group of Baosteel Branch is the starting point of mass scientific and technological innovation activities. Through this innovative platform, Baosteel vigorously carried out technical training, employee technical competition and other activities to find and absorb outstanding skilled talents. At the same time, regularly organize members of the scientific and technological innovation team to participate in Shanghai and national invention exhibitions and recommend outstanding achievements to participate. In addition, grass-roots units also use their own advantages to build a platform for Kong Liming-style scientific and technological innovation activities, such as the "preliminary membership system of innovation associations" in hot rolling mills, the annual innovation points system of members, and the "single innovation star selection" in steel pipe mills, which greatly promoted the birth of innovation achievements.

For another example, Shaanxi Drum Power Company has opened up many channels to encourage employees' innovation: smooth innovation suggestion path, employee innovation Expo, R&D investment of 200-300 million yuan per year, new process operation methods named after workers, and so on. The company set up a special post for an employee named Zhang Ji-"Zhang Ji Innovation Studio". As an "ideological worker" and an ordinary electrician in the R&D laboratory of Shaanxi Drum, Zhang Ji solved many practical problems for the company and saved a lot of manpower, material resources and financial resources.

Set an example of innovation. The power of example is infinite. By establishing innovation mode, it is not only a reward for innovation heroes, but also a demonstration and guidance for other employees, attracting them to actively participate in innovation.

There are three main modes of innovation: one is to select star employees. Haier Group selects "Top Ten Stars of Innovation" and "Top Ten Stars of Rationalization Suggestions" for front-line employees every year, and the leaders of the group will personally present awards to the award-winning employees. The second is to build a project brand, that is, to name innovative projects after core innovative employees. Changzhou Roller Company of Baosteel Group named innovative projects after employees, such as "adjustable boring row control" project. In this project, the original integrated boring machine has been improved reasonably, so that the boring machine can be recycled. The improved technology can also be extended to CNC gantry milling machine. The third is to build brand employees. This is not only a spiritual reward, but also a "professional title". For example, Pi Jinjun, vice-captain of the second loading and unloading team of Dagang Branch of Qingdao Port (Group) Co., Ltd., was named as "March into Filling" brand and "March into Loading" brand by Qingdao Port Group in June 5438+ 10, 2004 because of his gratifying innovative achievements in loading and unloading operations and fertilizer filling.