We need a process for the comprehensive evaluation of ideas for change. Lets run down a series of critical questions that need to be addressed to evaluate a potential innovation. Then we will talk about how to put apply a presorted priority list to each factor and run the numbers to give us a rational sense of whether change makes sense.
It is critical that all these parameters be set up ahead of time in your rational mind because you might skew the data with your lizard brain chemical overdose.
We need some numbers around which to make reasonable estimates of cost
- What is the $ cost of employees per hour?
- What is the $ cost of leadership talent?
Define what we see as the problem
This needs to be measured by actual observation and interview. We can interview people and collect their reactions. A brainstorming session or a idea review session where people can be stimulated by ideas around the table- would be effective. This is where you can ring out the benefits and risks- as well as let your people own the change process. You let people contribute and you are keeping their own lizard brains at bay. Listen carefully for fear type statements. These are not rational arguments but are articulated through the lizard brain.
You can note these fears and then ask questions which allow people to debunk their own specious thoughts on a subject. People thinking rationally keeps the lizard brain at bay. We need to make sure we are able to separate feelings from data.
- What is the impact and significance of the problem?
- When does it hit?
- How does it impact prospects and customers?
- How does it impact getting estimates made?
- Using our chosen data -
- What is our problem costing us per year?
- What could our people be doing instead of this “defined” busy work?
What do we see as the solution?
- What all does the solution potentially improve?
- Does it have a positive impact on other aspects of the business?
- Does it have long legs?
What is the impact on employees
- What is the learning curve?
- What is the level of difficulty here?
- What are the people saying about the idea when they are asked about it?
- Will it feel like pain relief right off or does it feel like added pain?
- In context of the Big Picture -
- Is this problem a part of a continuing train of change thought in your Culture of Innovation OR
- Is going through a change process new to the team
- How busy are we right now- How much slack do we have?
How well does it integrate with existing technology?
- Does it fit into an open architecture technology for the future?
- Does the technology blend into your other strategic goals?
- What kind of resources does it take to implement the technology?
- What is the cost of the technology over a specific time period?
What do we do with all our answers?
We put them into a spreadsheet- separated into columns with defined functions and run the numbers. We can define each of the parameters on a scale of 1- 10 1 being really easy and 10 wrestling live bears. You can also prioritize in each column by a Cost Factor or a Payback factor that you determine up front so as not to sway the statistics. You can then accumulate the totals and compare them to where your decision making trigger points were set up front.
WE NEED PERSPECTIVE
It always takes extra work and a little patience to do something new. It takes adjustment to become familiar with new processes. It is easy to get caught up in the initial pain. We need perspective. Look at the results out 2 years. Look where it leaves you on a path to building more effective business systems and more effective business development systems. Make sure you stretch your costs out over a period of time. Make sure you take into account the innovation to be built upon by creative minds.
Change is hard because it is different. Change can be fun when we can see it through different eyes. Where we can frame the results we envision through the prism of better productivity, more profit, more substantial work and more stability in the company. Make sure you plant the benefits in people’s minds in a framework that included their personal values and their own interests. Good sales process is always useful.
This evaluation matrix needs to be blended into our Culture of Continuous Innovation.
This draft Innovation Evaluation Matrix can be easily adapted into our form employee suggestions or employee complaints. We discussed that idea here.
This list is by no means definitive.
Feel free to comment below. Any added clarity will be appreciated by our readers and me. This is such a critical tool and can play a critical role in making sure we are not just reacting to the idea of change with our- are we getting tired of the term yet? lizard brain.
Email or call me if you have questions or you feel I need to be chewed out. 
