Embracing gaps instead of building a tool graveyard
- Dr. Babette Sonntag
- Apr 14
- 6 min read
New innovation management tools every now and then – a way to combat innovation frustration? Perhaps that's how the great ideas will come. And the notes will look much more polished, too. Or maybe it won't be so obvious that the input is lacking...
This leads to a buildup of platforms and software that are tried out but rarely truly integrated or used effectively – often resulting not in innovation, but in a lack of clarity and inefficiency. For each tool, a list of rules is then needed, defining what it should be used for, when and how, and where it can be found.
Often, the tools die a slow death and sooner or later end up in the tool graveyard.
However, having the courage to embrace gaps in digital tools can inspire innovation.
Tool Graveyard - The Fate of Innovation Management Tools
Innovation management is complex, involving many steps in the process. At the same time, it is important to consider different perspectives in each phase: refining an idea is different from examining its technological feasibility or planning an implementation project.
At first glance, it seems quite obvious to use a specialized tool for each step – from idea management apps to collaboration platforms to project management software.
There are several stumbling blocks along the way:
Interfaces between the tools are either missing or malfunctioning. As a result, data is not exchanged and information is missing in the next process step and in the next tool.
Knowledge about proper usage remains unclear. This leads to a proliferation of uncontrolled data entry; hardly anyone understands it anymore, and people search more than they find.
Users have to switch back and forth between different systems. That's no fun and might be avoided altogether.
A unified database and a shared understanding of digital information don't happen automatically; they have to be created deliberately and intentionally. That takes work. That's frustrating.
...and so it happens that many tools "die" even though they were introduced with the good intention of improving innovation work.
Why less is often more
I believe that innovation processes don't need a multitude of tools to function well. Innovation work primarily needs clear guidelines, plenty of direct interaction, and hands-on, analog work.
Guardrails
Idea generators need to know what topics fall under the umbrella of "innovation" and where to find relevant information. It must be clear what kind of ideas the company is seeking, what its objectives are, how they will be evaluated, prioritized, and subsequently implemented, how much time should/may be invested in which formats, and what constitutes a requirement and what does not. This information must be communicated clearly and engagingly, be easily accessible, and there must be a clearly defined contact person for idea generators.
Analog work
Instead of digital tools and meeting formats, analog formats should be chosen, especially in the early stages of idea generation and refinement, to facilitate ideation: workshop formats and physical spaces for working with colorful sticky notes, pen and paper, and moderation boards with creative questions for discussion and commentary, as well as simple, handcrafted visualizations, etc. The impact of this kind of "hands-on" work on creativity cannot be underestimated.
Similarly, colorful feedback walls with idea pitches are more likely to encourage people to stop and participate than a link to a digital board.
enthusiasm
Of course, an innovation-friendly mindset and a willingness to explore new paths are essential. Equally important is having innovation managers who are skilled in facilitation, creativity, and ideation techniques. They know how to elicit and refine ideas, how to adopt new perspectives, and how to inspire even those who are perceived as uncreative to engage in creative work.
Besides methodological and facilitation skills, the enthusiasm and passion conveyed are crucial. This is how the joy of brainstorming can be communicated. It's a very personal factor that inspires and captivates.
A company's mindset and culture are the most important drivers of innovation, not the tools it uses.
Tips for more analog ideation in your company
Connection of space & method
Innovation and collaboration don't necessarily require fixed spaces – they need situations that enable encounters, a change of perspective, and shared thinking. Here are a few ideas that work location-independently and flexibly and can promote analog collaboration:
Walk & Talk zones with questions about the ground ("What is worth taking a risk for?")
Idea storage walls with categories ("Brainstorming - Brilliance - Gut feeling") - or the task: "Leave a bold idea on the whiteboard of the week."
Teams develop ideas on mobile posters – others provide feedback via stickers or comment cards.
"Walkshops" or "Analog Disruptive Impulses" (surprise visits) by "Ambassadors of Change" or other teams: with absurd tasks (e.g. "Tell your project as a fairy tale").
Changing locations for mobile posters/display boards; each station adds ideas, comments, or sketches.
Does it really have to be a tool? Here's what you should consider:
Although I believe that analog work shouldn't be underestimated, there are tools that are absolutely essential. For example, for trend scouting, visualizing numerous topics and their content in different views, or for documentation. These days, it's impossible to do without tools altogether.
To make a focused, well-founded selection of tools, the following points are helpful:
IT-side
Take stock of all the tools used in your organization and critically examine their added value.
How should the tool be integrated into the company's IT landscape?
procedural
Does it become visible how ideas from the tool are incorporated into real projects?
Who has what needs? Innovation managers? Developers? Sales staff? Executives?
Who has which role in the tool? (Idea generator, evaluator, implementer...)
Where in the innovation process is the tool anchored? (Early phase, selection, implementation, transfer?)
Look for tools that cover multiple requirements in the process, instead of a separate tool for each task.
Involve future users in the selection process early and gather feedback regularly.
Strategically
Is the connection to corporate goals transparent?
What specific purpose should the tool serve? Collecting ideas? Documenting innovation processes? Promoting collaboration?
Clear functions, clear added value = higher usage.
Make sure that...
Data such as status overviews and idea maps are visualized in the tool (playful views).
that this information from the tool is continuously made available to stakeholders and used in the further development of ideas.
There are clear rules for using the tool, and it is presented in an appealing and easily accessible way.
You start with a clearly defined use case (e.g., "Ideas for sustainability in everyday life") and visibly implemented results.
you combine the tool with workshops, analog ideation sessions, "walkshops", etc.
➡️ Digital + analog = synergy instead of competition.
Warning signs that your tool is about to fail:
It is perceived as an "extra task".
There is no reason/added value to enter data into the tool.
There are no clear responsibilities or follow-up processes.
Ideas are collected, but not developed, evaluated, implemented, let alone with any status update given to the idea provider.
Graphical evaluations/overviews of the status of the entries are not shared/used/evaluated.
Conclusion: Less is more
A company doesn't become more innovative just because it uses great tools.
The success of innovation does not depend on the number of tools used, but on a flexible approach supported by an open and creative culture.
A well-thought-out tool setup that supports processes but doesn't simply automate them is key to avoiding the tool graveyard and truly driving innovation.
I have experienced that, in particular, the courage to embrace imperfection can generate creativity and enthusiasm.
Back to basics: more analog work, colorful notes on paper walls, more hands-on creativity through drawing and writing. This releases energy! Why is that? Because this way we have a more direct influence on our work, as we see the results in the real world. This sense of self-efficacy unleashes creativity and joy.
Use a tool as an interface for a hybrid innovation culture, not as a "solution for everything"!
❓How many of the innovation tools are actually used in your environment – and how many are just lying around? Which tools do you use for what purpose and why?
Please note: This text is translated into English by using Google Translate - I apologize for any mistakes in this text I may have overlooked.
Dr. Babette Sonntag is an innovation manager, keynote speaker, and The Innonaut. She helps managers in medium-sized businesses who want to initiate something new but are stuck, using Japanese spirit as a boost. 👉 dieinnonautin.de | LinkedIn
Comments