COLLABORATIVE INNOVATION: ESSENTIAL FOUNDATION OF SCIENTIFIC DISCOVERY - Collaborative Computational Technologies for Biomedical Research - page 23

2.3 CREATING CULTURE OF COLLABORATIVE INNOVATION

Nearly every study done on the issue of innovation has concluded that the
number one factor in producing innovation depends not upon the quality of
the scientists, technicians, and researchers but on the culture that supports and
reinforces them (Fig. 2.1 ).
Most scientists, upon deciding they must engage in a collaborative inquiry,
will launch the initiative starting with the technological problem. Herein lies
the fi rst and biggest trap in collaborative innovation, because it is like learning
the words to a song without the music. There are fi ve key principles that will
create a powerful culture of innovation: select the right people, establish a
system of trust, create a spirit of inquiry, eliminate failure, and empower cham-
pions. It does not matter where one is located in the innovation process—
research, discovery, development, or commercialization—these fi ve principles
will always make the difference between success and mediocrity.

2.3.1 Select the Right People

What fi rst characterizes a highly innovative culture is the quality of the people
who lead and serve on the innovation team. There are six factors to consider
in the choice of people:
1. Competence Knowing that the members of the team are highly quali-
fi ed to conduct research, make modifi cations to procedures, and thoroughly
comprehend the results is the basic standard of excellence.
2. Character Individuals with good character are essential to ensuring
that team members trust each other and will do the right things for the right
reasons. Key characteristics include honesty, good judgment, perseverance
under pressure, and a tenacious work ethic. Yet these characteristics alone do
not make a great team. More is necessary.

Culture of Innovation
Tolerance for Failure
Being Imbedded in Networks

100% 100%

67%

63%

Having the Right People
Stringent Innovation Process
Enough Money

54%

38%

29%

Source: Study conducted by Egon Zehnder International

Zurich between May and July 2004among some of the
most prominent Swiss corporate leaders. Based on
structured interviews covering several aspects of
innovation, the study highlights the factors top executives
consider critical to successful innovation management.

Informality
Stimulating Work Environment
Enough Time

29%

29%

25 %

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Figure 2.1 Success factors for innovation (typical example of innovation studies).