Doing more, faster, better with less has become the permanent setting in modern business. Post-pandemic, with tighter budgets, higher customer expectations, and AI speeding up competitors, leaders can’t rely on “the boss with the whiteboard marker” to magically produce genius ideas on demand. You need a repeatable innovation system that draws out creativity from the whole organisation—especially the people closest to customers.
Below is a practical nine-step innovation process leaders can run again and again, so innovation becomes a habit—not a lucky accident.
How do leaders define “success” before trying to innovate?
Innovation gets messy fast unless everyone is crystal clear on what “good” looks like. Step One is Visualisation: define the goal, the “should be” case, and what success looks like in concrete terms—customer outcomes, cost, quality, time, risk, or growth.
In practice, this is where executives at firms like Toyota or Unilever would translate strategy into a shared target: “Reduce onboarding time from 14 days to 3,” or “Increase repeat purchase by 10% in APAC by Q4.” Compare that with many SMEs where the goal is vague (“be more innovative”) and the team sprints hard in random directions.
Do now (mini-summary): Write a one-sentence “should be” target and 3 measurable success indicators (KPI, timeline, customer impact). Align the team before you chase ideas.
What’s the fastest way to gather the right facts without killing creativity?
Great ideas come from great inputs, and Step Two is Fact Finding—collect data before opinions. Leaders should separate “facts” from “feelings” by digging into who/what/when/where/why/how. This is where many organisations discover their measurement systems are weak—or worse, wrong.
In the US, you might lean on product analytics, A/B testing, and voice-of-customer tools. In Japan, you’ll often combine frontline observation (genba thinking) with structured reporting—useful, but sometimes filtered by hierarchy. Either way, don’t judge yet. Just get the evidence: customer complaints, churn reasons, sales cycle delays, defect rates, staff turnover, and time wasted in approvals.
Do now (mini-summary): Collect 10 hard facts (numbers, patterns, examples) and 10 “customer voice” quotes. No solutions yet—just reality.
How do you frame the real problem so you don’t solve the wrong thing?
The way you state the problem determines the quality of the ideas you’ll get. Step Three is Problem (or Opportunity) Finding: clarify what’s actually holding you back, where resources leak, and what success constraints exist.
This is harder than it sounds. Ask five people the main problem and you’ll get eight opinions—especially in matrixed multinationals or fast-moving startups. Use smart problem framing techniques: “How might we…?”, “What’s the bottleneck?”, “If we fixed one thing this quarter, what would move the needle?” Compare Japan vs the US here: US teams may jump to action quickly; Japan teams may seek consensus early. Both can miss the root cause if the framing is sloppy.
Do now (mini-summary): Rewrite your problem three ways: customer-impact, process-bottleneck, and cost-leakage. Pick the clearest, most actionable version.
How do you run ideation so the loud people don’t crush the good ideas?
Step Four is Idea Finding, and the golden rule is: no judgement, chase volume, and do it in silence. This is where most leaders accidentally sabotage innovation—someone blurts an idea, the “bolshie” confident voices start critiquing, and the timid thinkers shut down.
Silent idea generation (think brainwriting rather than brainstorming) helps deeper thinkers contribute and reduces status bias—critical in hierarchical cultures and in teams where junior staff defer to seniority. If you want better ideas, ask the people closest to the coal face: new hires, customer support, frontline sales, and the group that best matches your buyers’ profile. Often they see problems the C-suite never touches.
Do now (mini-summary): Run 10 minutes of silent brainwriting: each person writes 10 ideas. No talking. Then collect and cluster ideas by theme.
How do leaders choose the best ideas without politics or “rank wins”?
Step Five is Solution Finding—now you’re allowed to judge, but you must judge fairly. The risk here is predictable: seniority dominates, juniors defer, and the “easy consensus” becomes a polite rubber stamp.
Use a structured selection method: score ideas against agreed criteria (impact, effort, speed, risk, customer value). Borrow from frameworks like Stage-Gate, Lean Startup (testable hypotheses), and even RICE scoring (Reach, Impact, Confidence, Effort). Compare sectors: in B2B, feasibility and implementation risk often weigh more; in consumer markets, speed and customer delight can dominate. The point is to remove the “who said it” factor.
Do now (mini-summary): Build a simple 4-criteria scorecard and rank the top 10 ideas. Make scoring anonymous if hierarchy is distorting decisions.
How do you get buy-in and actually execute innovation in the real world?
Ideas don’t win—execution wins, and Steps Six to Nine turn creativity into results. Step Six is Acceptance Finding: sell the idea internally for time, money, and people. Step Seven is Implementation: define who does what by when, with budget and resources. Step Eight is Follow Up: check progress early so you don’t discover the team is zigging when you needed zagging. Step Nine is Evaluation: did it work, was it worth it, and what did we learn?
In 2025-era organisations, this is also where AI can help: drafting business cases, mapping risks, creating implementation plans, and summarising learnings—without replacing leadership accountability. Startups might run faster experiments; conglomerates might need governance and change management. Either way, the process keeps you moving.
Do now (mini-summary): Assign an owner, set a 30-day milestone, and define the success metric. Review weekly. Capture learnings as you go.
Final wrap-up
A surprising number of companies still have no shared system for generating ideas—so innovation depends on mood, meetings, or the loudest voice in the room. A repeatable nine-step process creates better ideation, stronger decision-making, and cleaner execution. Run it consistently, and innovation becomes part of your organisational DNA—not a once-a-year workshop.
Quick next steps for leaders
Pick one business pain point and run Steps 1–4 in a 60-minute session this week. Use silent idea generation to protect the deeper thinkers. Score ideas with a simple rubric to avoid politics. Pilot one idea in 30 days, then evaluate and repeat.FAQs
Is brainstorming or brainwriting better for innovation?
Brainwriting usually beats brainstorming because it reduces groupthink and status bias. Silent idea generation produces more ideas and more diverse ideas in most teams.
How long does the nine-step innovation process take?
You can run Steps 1–5 in a half-day and Steps 6–9 over 30–90 days. The timeline depends on complexity, risk, and resources.
What if leadership won’t support the idea?
Treat Step Six like a sales process—build a business case and show trade-offs. If you can’t win resources, scale the idea down into a testable pilot.
Author credentials
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.
