An innovative process or innovative people?

Talent vs. Process: The innovationCAFE Guide for Texas Innovators

The question of whether finding creative people or finding creative ideas is more important for innovation splits experts, even industry leaders. As Pixar head Ed Catmull noted, while answers are often split 50/50, talent is rare.

This debate frames two distinct approaches to driving innovation:

The Talent-First Approach (The Creative Model)

Leaders in industries where design and artistry are paramount believe innovation is dependent on rare talent.

• LVMH’s Bernard Arnault exemplifies this view, basing his business on giving top artists (like Dior’s John Galliano or Vuitton’s Marc Jacobs) complete freedom to invent without limits.
• This model is dominant in fields like fashion, product design, and motion pictures, where creativity is seen as an intrinsic, individual spark.

 

The Process-First Approach (The Engineering Model)

Engineering-oriented thinkers view innovation not as a creative act, but as a systematic, reliable production process based on the precise exchange of information.

• As detailed in “Innovation at the Speed of Information” by Steven Eppinger, the goal is to produce “more ideas – better ideas” by treating innovation as a process akin to production.
• Robert Sutton and Andrew Hargadon (authors of “Building an Innovation Factory”) describe this process: start with many good ideas from various sources, build on them, imagine new uses for old ideas, and turn promising concepts into real products. Companies like Lego and P&G have used this factory approach to great effect.

 

The innovationCAFE Synthesis: People AND Process

The truth is that, for Texas executives seeking reliable growth, both elements are indispensable: People matter. Process matters.

Scott Anthony (author of “Build an Innovation Engine in 90 Days”) sought to define the minimal, essential steps for organizations to create a reliable path to innovation, regardless of the availability of “creative genius.” His seemingly simple, yet critical, steps require undeniably capable people:

1. Establish Strategic Fit: Top managers must first define how innovation aligns with overall corporate strategy.
2. Explore Specific Areas: Focus on selected areas that fit within the company’s offering for potential customers.
3. Appoint an Implementation Team: A small innovation team is tasked with implementing changes to the business.

 

The Takeaway for Texas Business

For the innovationCAFE community, the message is clear:

• Talented people can be diminished by poor processes.
• Smart processes can encourage hesitant people to think outside the box.

In the best of both worlds, innovative processes allow extraordinary people to pursue innovative ideas. In the real world, less-than-perfect people are wise to use all the help they can get—and that help comes from a structured, repeatable process that supports and amplifies their efforts. This dual focus is key to success in the demanding Texas innovation ecosystem.

Source: Harvard Business Review

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