Balance Of Innovation Management

How to innovate?

How to innovate inside big companies?

When the whole high-tech industry is rolling forward under the curse of Moore's law, how can a big company keep innovating at such a crumble rate?

Perhaps the best answer to these questions is not Intel.

In the past 40 years, Intel's strong R & D, manufacturing, management and marketing has provided a classic case for global business schools.

The high-tech company has succeeded in turning itself into the computer age, and is looking forward to becoming the heart of the future communication era.

Therefore, we specially invited Yang Xu, global vice president and general manager of Intel, here to discuss innovation with us, a goal which is full of paradox but must be achieved.

Now, when we think of innovative enterprises in Silicon Valley, we can see such a picture: in the commodious office with comfortable facilities, the staff wearing jeans and T-shirts freely chat with coffee in twos and threes, so all kinds of wonderful ideas sparks in collision.

This extremely free and open environment has been seen by many enterprises as a "paradise" for innovation.

This corporate culture and management model is not just Intel, Google or Microsoft.

However, for Intel, "creating + manufacturing", the freedom of management is as chaotic as chaos.

The history of Silicon Valley proves that an evergreen enterprise depends on how to manage its innovation activities.

At the beginning of Intel's creation, the management of innovation was the focus of the Grove's founders.

As a resource limited company, it is impossible to take a laissez faire attitude towards innovation. Otherwise, it is not innovation and product, but destruction.

The product of Intel's Fairchild Semiconductor is losing its talent because of its lack of internal management of innovation and the fact that R & D personnel are self governed.

In short, innovation is inefficient.

Therefore, from the very beginning of its birth, Intel has drawn up strict discipline to ensure the efficiency of innovation activities and guarantee the quality of products.

However, innovation itself requires enterprises to give innovators enough flexibility, otherwise they will stifle their imagination and creativity.

Moreover, to adapt to the changing IT industry, Intel must strive to cultivate innovation.

Strict management and promotion of innovation is a contradiction that many people think is irreconcilable.

Today's Intel is a huge machine. This machine is different. Every component of Intel is self-conscious, capable of self evolution, and can choose to create freely, like the castle in Hogg Watts's Academy of magic, and Transformers.

Only such an organization can have enough flexibility to adapt to the rapidly changing IT industry.

It is difficult to make a huge machine self innovative and evolutional, compatible with fire and water, which means that an elephant can learn to dance on the drum with the sole of its feet only.

In the first few years of Intel, such a huge management challenge often made grove unable to sleep at night.

The wisdom of balance lies in taking "innovation" as a priority in management design rather than in management.

Intel's management philosophy emphasizes the system to promote innovation, management support innovation, and fully release the creativity of employees.

Intel's innovation management system is an example of the management community, among which the most famous are "constructive challenges" and "participation in decision-making".

Intel wants employees to solve problems in the fastest speed and the most creative way, so they need to put forward their opinions on the premise of mutual respect. Everyone can express their opinions according to their profession.

The more truth is debated, the more truth is encouraged in the office, and the opposition to enterprise politics. This is the connotation of "constructive challenge".

Such a management rule requires everyone to open all the questions on the conference table and argue that the truth can be clarifying through full discussion.

In the process of meeting challenges, employees have learned to support their views with data, which is a scene of Intel conference.

"Everyone is so creative that the biggest challenge I face is to seize the right time to end the debate and act immediately."

Grof said.

In the eyes of grove, speeding up decision-making and winning time is the top priority in high-tech industries at the speed of ten times.

Therefore, in Intel, decision-making is not the exclusive right of high level, grove launched the decentralization of decision-making power, almost all employees are involved in decision-making.

Grove also believes that middle managers are the most valuable and easily neglected sectors of the company, and they need to participate in decision-making.

In such a decision-making system, everyone can show his originality and exert different influence on the organization.

Intel has many rules, but in order to retain a great deal of creativity, all rules must be made as simple as possible.

Only by simplifying can we make decisions and orders quickly and clearly.

Therefore, Intel's management is a kind of "Minimalism" management, which uses clear and simple instructions to promote the operation of global organizations.

Creativity and efficiency support each other and ultimately achieve balance. Innovation becomes the normal form of organization and becomes an efficient activity.

Intel's fist product microprocessor now comes from an engineer's brainwave, and has gained rapid support from the company.