So, let us take a step back and understand what it means to be innovative?

In theory, being innovative means harnessing one’s creative abilities to introduce something new - ideas, technologies, processes, etc. However, when put in practice, this translates into having the freedom to experiment, fail, learn, and try again. This is universal. 

Organizations and leaders cannot cite innovation as a key driver of company growth without enabling a culture where the act of innovating is promoted. It is absolutely essential to allow room for mistakes. Take a look at some of the most innovative companies in the world - Google, Microsoft, Apple - they have had more misses than hits. But, like truly innovative companies, they have built a culture where they have learned to extract valuable lessons from their so-called failures.

Respecting failures

The truth is, we have all been conditioned to view failures as messy, irreversible damages. Therefore, it is hardly surprising when many companies choose to play it safe, distancing themselves from taking risks and making bold decisions. However, in order to be successful at innovation, organizations and leaders need to change this approach. Instead of looking down upon failures, it is important that they are treated with respect.

The fear of failing can inhibit originality and creativity. Leaders striving for innovation, therefore, must create an environment that encourages the sharing of new ideas, taking calculated risks, and experimenting often. In such an environment, employees not only feel safe expressing their ideas but also stepping out of their comfort zones and acting on them.

Freedom and responsibility

The path to innovation begins with experimentation. Falling and failing are all part of the process. What organizations and leaders must remember is that this process demands a high level of creative autonomy for their teams. This promotes independent thinking and learning while also making every individual more accountable for their actions. Leaders can ensure the latter, without jeopardizing employee autonomy, by setting the stage for experimentation, filling knowledge-gaps beforehand, and creating a two-way platform for sharing frequent feedback. 

Evaluation is key

The freedom to fail does not mean giving in to mediocrity or accepting poor performance. The idea is to turn failures into new opportunities for growth - both personal and organizational. Through a meticulous evaluation of why an experiment did not work, organizations can learn meaningful information which it can then institutionalize. On the other hand, individuals who have tried & failed, and then evaluated why they have failed, are empowered with a new-found knowledge of what does not work - a critical step in discovering what actually does work.

To summarize, while failures are often inevitable companions in the journey of innovation, embracing them must not be confused with accepting defeat. Tolerance for failures and creating room for experimentation are necessary but neither can exist without clearly-defined goals, careful evaluation, and creative autonomy.