Greetings!
Since the inception of that sinister little device called the employee 'Suggestion Box', companies have made various attempts to solicit input from their employees. Initially, these attempts by management to show they care were ... well, let's just say they were not productive. I remember some TV show a while back where they had a suggestion box on the wall. Only problem was that it was painted on the wall. When an employee attempted to place their suggestion in the box ... it just fell to the floor.
Fast forward to present day. The IDEA System is the offspring of these early attempts at employee inclusion. However, folks who devised this system showed they have learned a thing or three. No longer a feeble, distant approach to engage the employees by asking for suggestions, this tool provides structure to engage and reward the employee for continuous attention to the innovation of the business.
The goal of the IDEA System is very basic, by giving the employee tools and the positive recognition for using the tools, the business will reap substantial rewards. As the key to business growth (lifeblood), or at the very least survival, is innovation.
Now the challenge. Reputable groups (ASQ, Six Sigma, et al) have hammered out an excellent format for utilizing this idea engagement model, and it works. Results sparkle - when used. The fact is though, many companies are still in a suggestion box mentality. Why would they still be stuck in the era when a television was the 'that new gadget'? Surely, a proven system to continually innovate the business (that works), and is quite easy to understand fails at many companies - or is just ignored.
When the implementation of an IDEA Systems fails, company management is often not yet ready to embrace the fact that the employees have some great ideas. And, by accepting that fact, their perception of themselves begins to change. In fact, it upsets the entire paradigm they have grown accustomed to. Recognizing and rewarding staff for something managers feel is their job can be quite frightening to them.
If the company decides to implement the system, without first working with management to develop a management plan to evolve their responsibilities, the result usually is nothing more than toleration of the system.
And then ... bad things happen. No training, or limited training, no sponsorship, no commitment or follow through by management - always so very important to the success of any change management initiative. The system can even descend into the 7th level of business hell when suddenly, the employee's ideas become the manager's ideas. Worse, the employee is tasked with implementing said 'management ideas'. And, without proper training, guidance or support, the employee fails to implement the idea successfully. Management's response; 'We have the ideas ... if only the employees were better in their jobs'. Very ugly indeed.
Before a company wants to employee a great process like the IDEA System to innovate their business, it must first take a hard look at itself in the mirror and ask the questions; Do we want the employees to succeed?Will management be threatened by employee success? Does the business wish to have employees sufficiently engaged and empowered where they no longer require certain management oversite? Is the company prepared to assist management on elevating their purpose?
If they are, the results can be astounding. The IDEA System then becomes a perpetual employee innovation machine - every day!
Fran
