The impact of the crisis on the hardware industry is constantly reflected. With the shrinking of the market, products cannot find corresponding channel sales in a timely manner. As a result, funds cannot be recovered in time. Most companies have chosen hard work to maintain the competitiveness of their products and innovate their products. Institutionalization becomes an important part.

International Brand Case Studies Many cases that describe how incumbent companies have achieved growth through innovation have focused on the success they have achieved in one aspect. These well-established companies—such as INGGroep NV, which is relying on INGDirect's online banking model to generate economies of scale, the introduction of fabric odor cleaner Febreze and electrostatic dust mop group Swiffer The product's Procter & Gamble - indeed worthy of respect, people envy. However, managers of large companies know how difficult it is for a market leader to achieve growth through innovation.

What makes innovation so tiresome is that competition never ends. Just opened up a new market and other companies flocked to it. Just avoid a **, and jump out of a new opponent, the company's core business. In order to succeed, an enterprise must not only be satisfied with a certain victory, but must develop deep-seated capabilities so that the company can continue to cope with the unexpected vicissitudes and seize new opportunities for development. Enterprises must have the ability to continuously achieve business growth through a large number of innovations.

In The Innovator's Solution, the authors Clayton M. Christensen and Michael E. Raynor discuss how to institutionalize innovation. They believe that companies should plan well before innovating, including appointing senior managers to supervise the allocation of resources, establish a team that also has "movers and shakers", and provide training for employees to teach them how to identify subversion. Sexual creativity.

Institutionalizing innovation is indeed a difficult task, but companies that possess and maintain this capability can create enormous wealth and stand out from the competition. By depicting the blueprint for development, establishing innovative power mechanisms, and providing the correct system and mode of support for the mechanism, companies can create good conditions for continuous innovation.

Depicting the blueprint for development To cultivate the company’s ability to develop new business, it is first necessary to clearly state the company’s development goals and to allocate resources for this goal. The company's top management team is responsible for setting strategic goals, defining the target scope, and establishing a balanced investment portfolio based on the development opportunities that reflect the strategic goals.

Corporate leaders are often skeptical about formulating strategic goals and defining the target scope. They feel that their strategy has been well defined and well-known. They also think that "eliminating boundaries" is the best way to help managers identify opportunities and develop new businesses. However, reaching a consensus on the following two topics can still help senior executives: strategic goals, and the specific ways in which they may or may not be considered to achieve these goals.

In general, companies mostly achieve growth through organic growth or mergers with other companies (thus expanding their core business areas, entering adjacent markets, or opening up new businesses). Companies should have a general estimate of their target returns and the extent to which they expect to achieve growth in the above areas. Making accurate estimates is difficult, but even a rough estimate can be helpful.

The two most important factors for establishing an innovative power mechanism and establishing an innovative power mechanism are:

First, set up an independent screening and development process and commit to reducing the uncertainty in innovation;

Second, establish an innovative framework directly under the leadership of the Growth Commission. The responsibility of this committee is to help supervise projects that are highly uncertain.

Unless these two things are done, new ideas are likely to be modified into similar products that the company used to do, thus weakening the company's ability to pursue excellence in innovation.

Screening and development. For different types of innovation opportunities, companies should treat them differently. Although managers often adopt different approaches to different issues, companies tend to consider the issues related to the development of the company and adopt a single standard. This is not reasonable. We cannot measure, supervise and manage the gradual improvement of the existing market as a new strategy in emerging markets. Dealing with completely different opportunities in the same way will inevitably lead to the failure of the best advantage of one of the opportunities.

In general, new development opportunities need to go through an iterative development process. The focus of this process is to identify and identify possible important situations and risks. The criteria for guiding new growth ideas are different from those for measuring net worth or return on investment. The latter is used by companies to examine established core businesses. Companies should measure those new ideas with qualitative criteria related to the success of the target market.

There is no need for companies to abandon the original innovation process. For different stages of different types of innovation and innovation, companies can take different approaches and treat them differently—especially in the experimental and forming stages of the creative process. Repeated development processes can eliminate the risks that exist in new opportunities, so new businesses may be gradually transformed into the company's core productivity. This transformation marks the formation of new business, which will one day become the lifeblood of the company.

Build appropriate institutions for successful innovation. Without the support of the appropriate agencies, new growth opportunities will be difficult to successfully translate into reality. For example, at the beginning of 2006, Mark Contreras, senior vice president of the Scripps-Howard Newspapers, had set aside a million dollars to create a support for those who may initially be with the company. The innovative nature of the core newspaper is not in line with the innovative proposal. He appointed Bob Benz, general manager of the company’s interactive business, to supervise this. Contreras himself and the other two representatives of the company, as well as three people from outside the company, are responsible for managing the **.

Their team will meet regularly to evaluate new ideas and review the creative investment process. Managers who intend to submit their ideas need to submit a “creative introduction” that provides a basic overview of the idea, explaining why it is worth investing in, and what it might be like to invest in it.

Bentz and his team regularly hold innovation seminars on the company’s 14 newspaper assets, looking for ideas worth investing in. By October 2007, the Committee had reviewed nearly 100 proposals and injected funding for about 15 of them, of which only 4 had real development potential. As Bentz said, "These investments are not many. They are small-scale investments that the company makes to test whether the hypothesis of the submitted ideas is valid. If we fail, we hope everyone can learn from them. But if we Success, we hope all newspapers will benefit from it."

The creation of the Scripps-Howard newspaper is just one way to build an innovative architecture. Aside from this approach, it is not a matter of saying that a small regulatory body (often referred to as the “risk management committee” or “growth council”) can unite the company's various innovative forces. It can monitor the identification and early development of new development opportunities. This institution can be a powerful tool for companies to start new businesses and pull company executives into the early stages of the innovation process.

It is not enough to support innovative power mechanisms to rely on clear strategies, existing resources and innovative power mechanisms to promote innovation. Unless managers can create an environment conducive to innovation and lead by example, the above efforts can hardly achieve the desired results. Companies that do a good job in corporate innovation, their executives will actively participate in the selection and development of creative ideas, be responsible for unifying the company’s internal creative language, encourage outsiders to provide feedback, and formulate appropriate policies and incentives to encourage employees to innovate and develop. The process bears controllable risks.

Strengthen the participation of senior managers. To improve the overall capabilities of the company's innovation and development requires the support of the top management of the company. Senior managers must clearly communicate the strategic significance of innovation. These can not only stay at the language level, they also have to actively participate in the company to encourage innovation activities.

P & G's practice reflects this principle. The company’s CEO, Lafley (A.G. Lafley), visits clients regularly, and the company’s senior managers join clients in creative workshops. The company's chief technologist takes time to interact with scientists in the lab. Their purpose in doing so is to develop wisdom and insight that will help them find out where the company's new development opportunities lie in the next ten years or in the more distant future.

Unified language. Using common language within the company can avoid some paradoxes, which can make innovation difficult to advance. Including, in the case of "good enough", we must demand perfection, overestimate the understanding of the emerging markets, and we can gradually but great happiness and blindness.

In this well-known case of subverting the market, language plays a crucial role. Intel responded to the company’s competition in the low-end microprocessor market in the late 1990s. During that time, Kristin carried out extensive training within the company and taught corporate managers the principles and language of disruptive innovation. Intel later developed the well-known Celeron processor, which is a low-cost processor that companies use to compete in the low-end market. The development of the Celeron processor has slowed the pace of destructive attackers such as AMD and Cyris, and this processor has also become an important part of Intel's business.

Widely absorb external opinions and suggestions. In general, companies need to find ways to integrate external opinions into the company's innovation process. These methods include regular and repeated exchanges with core customers, learning from non-company customers, paying attention to ongoing industry experiments, paying attention to emerging technologies, and introducing ideas from other industries. Establishing regular mechanisms for the introduction of external stimuli (including the hiring of part-time entrepreneurial board specialists) will help identify opportunities for innovation that are still "potential shares."

Provide support in human resources. Companies need to redefine related policies, incentives, and development strategies to suit innovation needs. What they are looking for is not "heroic" managers who have succeeded in their core business, but those who have the right experience to discover and nurture new businesses. For many companies, the right manager may need to be hired from the outside because within the company, even the most competent managers do not have the experience to face the challenges of opening a new business.

Companies need to develop corresponding development models and encourage potential employees to take the time to tap new growth opportunities. Projects with certain risks are a good training opportunity for new leaders because the challenges faced by many new projects are integrated management issues.

While exploring the human resource model to help companies achieve innovation, the company should also consider how to provide potential employees with as many opportunities as possible so that they can solve problems and make decisions in new ways. Allowing employees in different jobs to rotate jobs is one approach. In theory, this kind of training can help them to become outstanding leaders in the next new core business.

Cultivating innovative capabilities is not a day's work. Companies that want to institutionalize innovation can begin by reviewing their own innovation capabilities and drawing up plans to identify the company's obvious flaws. Changing the company's culture and establishing new institutions and systems may seem daunting tasks. However, if a company can reach a consensus on the ultimate goal and take a cautious step, once it is clear what measures are effective or ineffective, they are willing to make adjustments at any time, and a huge leap will be achieved.