Managing the Innovation Process: Exerting influence to get the job done

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Managing the Innovation ProcessExerting
influence to get the job done

• Managing in Information-Intensive Companies
• Prof. Morten Hansen
• Sept. 17 2009

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Navigating the political and social part of the
organization is crucial

• Even in the best companies, there is always a
  social and political context to innovation
• Social working through the messy informal
  organization to obtain buy-in
• Political other stakeholders with different and
  sometimes competing interests
• Implication never, never, assume that a rational
  case for an innovation project is sufficient
• Dont just argue the merit of the project

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Who has a stake in the project, and what are
their issues? Up, down, and across.
Managing Up
-Frame project so that meets boss (and boss
boss) needs -Manage decision making committee
(their concerns) -Gain and leverage sponsorship
from sr. mngrs.
Managing Across
-Co-opt other departments -Build
coalitions -Build and use network -Trade favors
rely on reciprocity
-Frame for common ground with each
stakeholder -Appeal to emotions, not only
merits of the project
Managing Down
-Find and enlist the right people (appeal to
entrepreneurship) -Use passion to engage -Provide
escapes if it fails
See The necessary art of persuasion, by Jay
Conger, Harvard Business Review 1998.
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Use proven influence tactics-do not rely on the
hierarchy
Source Harnessing the science of persuasion,
by Robert Cialdini, Harvard Business Review, Oct
2001 Influence The Psychology of Persuasion,
by Robert Cialdini, Collins, 2007.