The problem is that innovation is not a characteristic which you can just suddenly decide to have in your business. You can decide to make low product failure rates a key to your business and put in place quality assurance programs which will give the desired result. You can decide to have same day delivery of your product and put in place mechanisms that make this possible. While you can ask for three new ideas a week from each employee and say that now you're innovative, you'll quickly find that a true innovative orientation for your business requires a much more subtle approach.
There are two areas where your innovative approach must take root. Certainly with your employees or contract workers but also with your own work. This Canadian Government site gives some of the orientations which you can look for. Can you find these orientations in your workers? How can you promote such orientation? Finally, can you find such orientations in your own work and how can you change your own approach in line with innovative orientations?
If we just look at the first of these qualities, "Challenges status quo," we can see how this is going to be difficult for a traditional manager not only to accept but promote. If we add "comfortable with chaos," the problems are highlighted. Now you can see why an innovative orientation is difficult for an organization but the rewards of a successful implementation of an innovation-focused strategy are considerable.
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