Signaling Innovation

In our industry's rush to become "innovative," let us not forget what innovation is not. Or, to ask it another way, what is the difference between looking innovative and being innovative?

Hiring a Department of Innovation 

A person does not result in innovation. Unless you've hired the ghost of Thomas Edison, this role is mainly symbolic - an organization is no more innovative after this hire than before. A Chief Innovation Office does signal the right intentions. But we must acknowledge from the outset that we are no more innovative innovators or engender innovation by having this role. 

Articulating a problem.

That we ask thoughtful, challenging questions does not make one innovative. Every health system would be knee-deep in innovators if that were the case. Of course, articulating the problem is the first step; solving it in novel ways is the innovator's challenge. Asking the questions does not automatically beget innovation. We know the questions. We need the next step.

Starting an Investment Fund

Ah, if money were only the issue. Creating a fund is admirable; it feels like a step forward, a commitment. It's putting your money where your mouth is. But in effect, this is just a diversion of money from operating expenses into a new cost center called "innovation." True, if something innovative comes along, you are financially prepared. But the presence of dollars does not beget innovation.

If you're keeping track, the score is:

• Administrative Bureaucracy - 3
• Innovation - 0

Please don't misinterpret me. I merely caution against believing that the "signaling" steps are the precursor or a requirement to innovation. 

Innovation is neither a person, an insight, or a price tag.

Innovation comes from people looking at challenges differently, critically, and often, at personal risk. Innovation comes from those who are not afraid to step out of line. It comes when we create environments for people to propose novel, disruptive ideas. And that environment could be in the trenches where the frontlines are the boots on the ground.

The signal I look for is a long-term vision, the intestinal fortitude to change, and the frontline grit to stick with it.