Innovation Life Cycle versus Innovation Adoption Cycle
An innovation can be looked on as a solution. So, there is a difference in developing a solution and adopting it. Think of a piece of software. Someone develops it but other organizations may want to adopt it. Not all solutions will pass the test of time. Some solutions will have limited adoptability. As a result:
- An Innovation Life Cycle represents the design and development of the solution
- An Innovation Adoption Cycle is an organizations approach to adopting a solution
The information below is based on the reference Diffusion of Innovations, Fifth Edition by Everett M. Rogers.
Innovation Life Cycle
Needs/ Problems
Identify a need (maybe just a desire) or problem. Accomplish something to improves what is happening or allow for something to exist that did not before.
Research
Figure out what you want to do?
- Basic Research – Original investigation that may not have a specific objective.
- Applied Research – Investigation with the intent of solving a problem.
Development
Put together the pieces that will solve the problem.
Commercialization
Develop a reliable process that produces the solution. May include considerations for manufacturing, packaging, distribution.
Diffusion & Adoption
Communicate across various channels, notifying people of its existence followed by the process of adoption.
Consequences
Address expected or unexpected impacts that may occur, that could make the innovation a success or make it a failure
“An Innovation is an idea, practice or object that is perceived as new by an individual or other unit of adoption”. The reference is Everett M. Rogers’ Diffusion of Innovations, Fifth Edition. It need not be software or an object. It can be a process. It represents a change of some sort.
This discussion is focused on the development of an innovation, not the adoption. While the two can occur simultaneously, as in an innovation developed and implemented within an organization, there are actually two different processes going on. The Innovation Life Cycle, as discussed in Everett M. Rogers book includes:
- Needs/ Problems – All innovations start with an identification of a need (maybe just a desire) or problem. There is a desire to accomplish something that improves what is happening or allows for something to exist that did not before.
- Research – How are you going to accomplish what you want to do?
- Basic Research – Original investigation that may not have a specific objective.
- Applied Research – Investigation with the intent of solving a problem.
- Development – Now we are trying to put together the pieces that will solve the problem.
- Commercialization – Development of the reliable process that produce the solution. May include considerations for manufacturing, packaging, distribution.
- Diffusion & Adoption – Communication among various channels notifying people of its existence followed by the process of adoption.
- Consequences – Impacts that may occur, that could make the innovation a success or make it a failure.
Consequences
It is good to discuss consequences, because there is more than one type. The example we use is real world, that is recognizable. However, analogous effects can occur within an organization.
The types of consequences include:
- Direct vs. Indirect – Direct consequences are immediate responses to the change. Indirect consequences are secondary results of the direct consequences. Think consequences of the consequences.
- Desirable vs. Undesirable – Desirable consequences are the ones that are advantageous. Undesirable are those that are disadvantageous.
Example: Manufacturing plant produces jobs, profits (direct, desirable), but also generates excessive pollution and adversely affects health (indirect, undesirable).
There are many examples of the various combinations. Unfortunately, the good and the bad are going to occur. Risk analysis can help identify impacts, especially adverse impacts. While indirect consequences may be harder to identify, identifying them will help in recognizing solutions that may reduce their effects. Also, consequences will impact the adoption cycle of the innovation.
Innovation Adoption Cycle
Prior Conditions
This is the way your organization operates today. Your current momentum. It may also be some areas that should be added to your list of changes if they are providing obstacles for your goals.
Knowledge
This is to obtain information on the existence of a “solution” . In some cases, a solution (e.g. technology) may have come to your attention. In other cases, you may have a problem you need to solve. Consistency with your organization is going to be important to your success. However, is it necessary to make some changes as to how you operate in order to make the progress? You are collecting information.
Decision-Making Characteristics
Whereas Prior Conditions more reflect processes in-place, these more reflect the personality of the organization.
Communication Channels
It is essential to have transparency, visibility. If people are aware and feeling positive, success is more likely. If people have issues, the sooner the issues are known, the easier to address. Newsletters, meetings, management reports, news boards? What is the best way to communicate with each group?
Persuasion
The decision-making process begins to build. Is the innovation going to have the characteristics you need? Going back to the Innovation Life Cycle, have you looked at the risk, the consequences, direct & indirect, desirable and undesirable?
Perceived Innovation Characteristics
Some characteristics needing consideration.
- Any advantages over your competition? Over your current circumstances?
- Is the solution compatible with your organization? How difficult will be the adjustment?
- How complex is it? Too complex to implement? Too much training?
- Can you try it out? Is a mini-implementation possible? Can you take it for a trial run?
- Are people from outside the initial group going to be able to understand what is going on? Are they going to be able to become comfortable?
Decision
Looking at all of the information, what do you want to do? Adopt? Reject? Too many issues? Not enough advantage? Do you may want to conditional adopt and evaluate as you implement. Nothing like real world to see the impacts.
Implementation
This is where the rubber meets the road. Unforeseen issues can develop. Alternatives can develop that actually enhance the results. Deviations from plan may provide options (re-invention). Higher degrees of re-invention have been found to provide quicker adoption and an increased level of sustainability.
Confirmation
Now that you have it, is it giving you what you want? Do we keep going? Do we shut it down? What do we do to improve it?
Adoption
A decision to adopt has been made. Onto Implementation.
Rejection
Decision to reject at this time.
Continued Adoption
You have gone through the implementation and things are working well. You will continue to proceed.
Later Adoption
After a delay, a decision has been to proceed. Maybe funding has become available. Maybe personnel has changed, enabling an implementation. Maybe markets are requiring a response? Maybe technology has improved...
Discontinuance
Implementation found unresolvable issues? Complexity was too high? Too expensive?
Continued Rejection
Reasons have not changed sufficiently to engage in the innovation.
Again, we are making use of the reference Diffusion of Innovations, Fifth Edition by Everett M. Rogers. No need to reinvent. There is an assumption that the innovation exists somewhere, otherwise you need to also piggy-back on to the Innovation Life Cycle. Rogers identifies five stages:
- Knowledge – This is to obtain information on the existence of a “solution” . In some cases, a solution (e.g. technology) may have come to your attention. In other cases, you may have a problem you need to solve. Your investigation is going to be affected by previous practices, felt needs, innovativeness of the organization and your social norms. These are organizational attributes that can propel you or hold you back. An organization that is not interested in change is going to become stagnant. On the other hand, an overly aggressive approach could be a means to significant failure. Can you survive that? Larger companies can try more things because they have a reserve from which to work. On the other hand, a small organization can be more nimble and dynamic. In this phase, you are not making a decision. You are collecting information.
- Persuasion – The decision-making process begins to build. Is the innovation going to provide you any advantages over your competition? Over your current circumstances? A degree of comfort needs to develop. Is the solution compatible with your organization? How difficult will be the adjustment? How complex is it? Too complex to implement? Too much training? Missing skill sets in the organization? Ability to maintain controls? Keeping with the comfort level. Can you try it out? Is a mini-implementation possible? Can you take it for a trial run? Finally, in keeping with visibility. Are people from outside the initial group going to be able to understand what is going on? Are they going to be able to become comfortable? Especially for enterprise solutions, people watching as a project progresses gives them a level of comfort for when their turn comes. And going back to the Innovation Life Cycle, have you looked at the risk, the consequences, direct & indirect, desirable and undesirable?
- Decision – Looking at all of the information, what do you want to do? Adopt? Reject? Too many issues? Not enough advantage? On the other hand, you may want to conditional adopt and evaluate as you implement. Nothing like real world to see the impacts. That could follow with a discontinuance. On the other hand, the rejection may be followed with new information that makes an adoption possible.
- Implementation – This is where the rubber meets the road. There are almost always issues that develop that were not foreseen. On the other hand, alternatives can develop that actually enhance the results. There is a term called re-invention. This is where the implementation deviates from the planned project. Studies have found that, in general, a higher degree of re-invention leads to a quicker adoption and an increase in the level of sustainability.
- Confirmation – Now that you have it, is it giving you what you want? Do we keep going? Do we shut it down? What do we do to improve it?
Communication – At the top of the diagram, you see Communication Channels. In this entire process, it is essential to have transparency, visibility. Members of your organization and stakeholders need to know what is going on if they are going to be participants. If people are feeling positive, success is more likely. If people have issues, the sooner the issues are known, the easier to address. And we do mention channels. Newsletters, meetings, management reports, news boards? What is the best way to communicate with each group?