Igniting Innovation: Tips, Sparks and Ideas for Acting on Innovation

3 Keys to Disruptive Innovation in Operations

Posted by Lydia Carson on Mar 22, 2016 10:22:49 AM

Many companies use Lean Manufacturing, Six Sigma, and the like for continuous improvement, but how can we push further and achieve disruptive innovation in operations?  As it turns out, the best practice innovation fundamentals used to create disruptive new products work just as well for operations.  To start with, we need:

  1. Clear Strategic Mission.  A clearly defined and actionable strategy for disruptive innovation and operationsdisruptive ideas is just as critical for operations as it is for new products.  I’ve heard, “We’ve got this.  We already have strategic goals for cost savings in operations.”  A goal is not good enough.  Employees must know what types of ideas we are looking for, why this is very important, what we don’t want, and what other boundaries apply.
  2. Immersive Research.  Instead of just pulling together the team and running some exercises from our toolbox, we need to do some immersive research in advance inside and outside our company (technology, experts, trends, internal stakeholders, customers, vendors, competitors, etc.) to fill our brains and spark ideas.  Research shows we can 2x the output of big ideas by doing this research to stretch our minds beyond the norm.
  3. Diverse Perspectives.  To push ideas further than in the past, we must diversity the ideation team - go beyond the core team to include people with different jobs, backgrounds, thinking styles, and levels within the organization.  I’ve seen finance people worried they didn’t know enough about the production process to help, and production workers worried they didn’t know enough about the costs to help and on and on.  Miraculously, when the diverse, cross-functional team got together, they not only created bold ideas, but quickly quantified the value and identified key issues to investigate for each idea.  This would not have been possible with the core team alone.

We cannot expect to use the same processes with the same people and get bigger ideas.  We must do something different.  It’s been shown again and again that by just applying these 3 key elements, we can predictably achieve disruptive innovation in operations.


Collaboration and Problem Survey tools are effective and easy ways to conduct internal research prior to an ideation session for operations.  If you’d like to try out these tools on one of your current initiatives, contact Lydia, and she’d be happy to help you (no cost).

Contact Lydia


Topics: innovation, Leading Innovation

Lydia Carson

Written by Lydia Carson

Lydia is the Vice President of Innovation Engineering Systems at Eureka! Ranch. She is a straight shooter who is known for getting the job done and is excellent in her skill for helping others succeed. Around the Ranch she is known for her laser focus. Prior to joining the Ranch, Lydia’s corporate experience included working for Lexmark International and Ford Motor Company. Since joining the Ranch, she’s helped a diverse group of companies create breakthrough new products, services, and systems. To name just a few: Tyson Foods, Bush Brothers, Walmart, Pon, GOJO, The Edrington Group, Humana, and Toyota. Lydia received a mechanical engineering degree from Vanderbilt University and an MBA through the University of Arkansas at Little Rock Executive MBA program. She is passionate about learning and has received numerous certifications, including Innovation Engineering Black Belt and Six Sigma Black Belt. She received Outcome-Driven Innovation (ODI) training – which introduced the Jobs to be Done approach – from Tony Ulwick in 2006. Lydia applies her broad skills and experience when tackling any challenge that comes her way. Lydia is a lover of sailing and baseball who lives in Cincinnati, Ohio with her husband Paul and two kids.

Welcome to the first blog from the Eureka! Ranch and Innovation Engineering Institute team.  Here you will find a diverse group of innovators dedicated to changing the world by transforming innovation from a random gamble to a reliable system that delivers increased innovation speed and decreased risk.


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