The ingredients are bound within a business process or project which focus on collaboration technologies, rearranging work areas and changing policies and procedures. The business cases contain all the requisite information to justify how the changes will result in innovation, but all too often the changes do not result in innovation.
David Snowden posts an interesting video which distinguishes innovation as the result of at least three conditions – starvation, pressure and perspective shift. Although he qualifies these conditions as necessary, but not sufficient, one has to wonder how innovation planning would improve with these conditions in mind. How do we move beyond the rearrangement of people and tools to create the desired benefits of innovation?