We took the SECNAV's memo on INNOVATION to heart and jumped in with both feet on 21 April. To that end, we:
- Established our command Innovation Advisory Council - co-chaired by the XO and the President of our First Class Petty Officers' Association,
- Defined the processes and responsibilities for accelerating innovation across the command,
- My command Innovation Tiger Team identified and connected with critical "beyond the command lifelines" stakeholders,
- Allocated command funds for innovative ideas iaw through OPNAVINST 1650.8D (CASH AWARDS FOR MILITARY PERSONNEL FOR SUGGESTIONS, INVENTIONS, SCIENTIFIC ACHIEVEMENTS AND DISCLOSURES), and
- Are working to develop an efficient innovation process to support DON-wide innovation objectives for the future. We want to lead in all areas possible.
Vr/The Skipper
9 comments:
I'm interested in the outcomes delivered by this approach. I would have gone and plan to go the other way. I don't believe more structure and processes are the path to innovation. Heck, I don't see innovation as an end state and I am not overly interested in measuring it. I see creativity as the key and a culture of entrepreneurship as the objective. Structure stifles creativity and even those who focus on innovation won't realize their goal unless creativity is visibly endorsed and encouraged at the most senior levels. I'm wrong many times and look forward to learning from this Skipper's approach. Glad he/she was bold enough to move out. Hope they share their lessons learned.
I don't see any CO doing what is suggested here. No one takes action this fast.
Can you share which NIOC this came from? I'm sure the Secretary would like to hear about the great work done by this CO!
So not bad. The term "culture" can get hackneyed, but you sure know it when you see it, don't you? I salute a skipper leaning in to create some structure and involvement in something as elusive as "innovation." But we sure recognize a command that is simply doing things better, has all hands turning to, contributing ideas, dialing in on things to fix, dorked up processes that get in everybody's way, getting everyone pulling in a common direction. And while I agree with Sean that sometimes you have to let things percolate naturally, and you can't "regulate" innovation, I have seen that COs that stifle it, creating a climate of "the boss knows best," will pretty much guarantee that you'll sustain status quo, or slide backwards with stupid processes. In my experience, precise, hands-on leadership with innovation makes a difference. Senior folks get paid to know that the implementing mechanisms of real, sustainable innovation can be complex, and require political and organizational engagement to make resources happen, ensure policy alignment, get up-chain buy-in, etc. So the right mix of bottom-up, top-down, and up-and-outside, with the right folks playing all those roles, can really make some powerful good stuff happen. If the CO is observing it all from a high perch, and not getting his/her hands dirty with it, I don't give it much chance to sink roots. How many folks besides the CO have been around long enough to take a full-spectrum DOTMLPF approach to innovation? Few. So good on you Skipper, press hard, and your command will be a thought leader and practical implementation leader of the CNO's vision. V/r, Dave McDonald
I think it's Commander Elliot. He operates like that.
I'm interested in this, which NIOC started this? and do you happen to have a POC there?, I would like to reach out and see what they have put together so far so I can emulate it at my command.
I think this was a friend good naturedly pulling my chain.
If it sounds too good to be true . . .
It wasn't Mike Elliot. We are not doing this yet.
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