Identification of Idea Management Tools’ Success Factors for Organizations

Abstract

This study explores the success factors of idea management tools to support innovation by studying their practical implications in organizations. Existing literature research emphasizes on the design, features and systematic processes associated with idea management tools. The practical use of the tools is presumed to support innovation management by introducing controls in form of structures and technological support. However This narrow view does not explore the challenges, benefits and pitfalls that affect the successful adoption and use of tools in an organization. The aim of this research is to bridge this research gap by studying multiple real life case organizations and examining their idea management tools and support processes in detail. Empirical data in form of interviews is collected from 9 organizations. The meticulous content analysis of rich interview logs reflects that idea management tools provide a platform to support innovation initiative of an organization. The tools serve as a medium for identification of the opportunities by capturing, prioritizing, evaluating the ideas which otherwise do not find a channel to surface. All of the tools studied, are designed to be used by the whole organization and this creates a social setup of collaboration and community around the tool use. Collaboration, knowledge sharing and collective decision making are identified as main challenges and also the critical factors for the success of regarding the use and adoption of tools in all case organization. Furthermore it is discovered that the advantages from these factors are not fully gained in any of the case company. This may stem from the fact that idea management tools are relatively new concepts for all the organizations being studied (less than 5 years since tool implementation). The practical implication of the tool requires changes in attitude from the normal working methods in organizations. An environment of open idea sharing needs to be created or adapted instead of each business line responsible for their own portfolio development. The prolonged struggle to create this attitude change is identified as a major barrier in successful use of the tool. The findings also show that lack of motivation, commitment and miss-managed expectations can create a challenge for an organization towards the successful deployment of idea management tools. The role of all the stakeholders is extremely important in this context. Commitment from employees as well as middle and top management can bring real benefits from the tool in terms of participation and implementation decisions.