Thursday, April 1, 2010

The concept of BEVIA...

As innovators attempt to drive change within their lives, throughout their professional sphere or across the corporate landscape it is often difficult to systematize their efforts. My experience has shown that finding simple and consistent principles that enable all examples to squeeze through the same lense are critical to ensuring you can innovate consistently.

This brings up the concept of BEVIA, five simple steps to analyzing one's efforts to drive a novel concept, capability, tool or process into the DNA of a company. Each letter represents a stage of development in this process. And most importanly the concept of BEVIA must be considered repeatedly during the process when dealing with an individual, function or organization (the proverbial THEY). How all three groups are relevant during the process will become clearer as we delve deeper into its theoretical application.

Believe - Do THEY believe in the concept you are selling?

Experiment - Are THEY willing to experiment in the concept they now believe in?

Validate - Do THEY feel the experiment was successful and worth replicating again?

Integrate - Do THEY think that the novel concept is worth making a best practice?

Adapt - Do THEY champion usage of the new best practice across the organization?

How can this apply to making innovation the way things are done? By analyzing your efforts almost daily to determine if you are successfully selling your concept to others. While the question BEVIA asks seem straight forward, it is the realization of its hidden catalytic nature that will help clarify one's own progress to successfully complete your desired task.

This catalytic nature is based upon its scalability across all parts of an organization (in this case the individuals, the functions and the entire organism itself...the company). Essentially, we all know that the point at which the senior leadership buys off on a concept does not necessarily mean that said concept will be successfully ADAPTED by the rest of the company. In most cases, the political machine can easily align against it to show that what seemed like a good idea is merely another far fetched innovation that didn't have the meat to make it usable.

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