We all know that business success is dependent on developing and executing new ideas. Unfortunately, no matter how many great ideas you have, most of them do not happen. They get lost in the process of business, discussion, impatience and fear. The majority of us turn on ourselves during the “idea” to “execution” phase, we become our own worst enemies. Combine this with a cororpoation of like minded souls, innovation, or even making ideas happen becomes harder and harder and rarely exists. The key to innovation and making ideas happen is to master your own natural tendencies.

Ideas do not happen in isolation, they rely on thousands of moving parts, community, discipline, organisation, foresight and most of all leadership.

Helen Walters, from Fast Co Design has written an important piece highlighting Ryan Jacoby’s 7 Deadly sins of innovation from his recent NYU/Poly talk. Here they are:

1: Thinking the answer is in here, rather than out there

“We all get chained to our desks and caught up in email,” he said. “But the last time I looked, no innovation answers were coming over my Blackberry.” You have to get outside of the office, outside of the conference room and be open to innovation answers from unexpected places. Ryan makes himself take a photograph every day on the way to work, as a challenge to remember to look around him.

2: Talking about it rather than building it

This one related to the last. At least here in the U.S., we live in a land of meetings and memos and lots and lots of discussion. Sometimes it’s more than possible that all this talk might prevent us from, well, actually doing anything. He gave a great example of an idea to bring “fun into finance”, and showed a mocked up scenario of a guy buying a pair of sneakers, at which point a virtual avatar danced on his credit card. Practical? Not the point. The unpolished prototype motivated the team and got them thinking differently.

3: Executing when we should be exploring

“This is huge for management types,” he said, going on to warn of the problem of trying to nail down a project way too early in the timeframe. “Who’s exploring? Who’s executing? Where is everyone in process?”

4: Being smart

“If you’re scared to be wrong, you won’t be able to lead innovation or lead the innovation process,” he said. This is huge. Innovation is all about discussing new ideas that currently have no place in the real world. If you’re only comfortable talking about things that *don’t* strike you as alien, chances are you’re not talking about real innovation.

5: Being impatient for the wrong things

Innovation takes time, but too often executives expect unrealistic results at an unrealistic clip. Be explicit about the impact that you expect.

6: Confusing cross-functionality with diverse viewpoints

IDEO is an inter-disciplinary firm, mixing up employees with a whole host of backgrounds. That’s critical to ensuring a better chance at innovation — and it’s far different from teams that simply mix up functions. “Diversity is key for innovation,” said Mr J.

7: Believing process will save you

Here, Ryan showed a great image of vendors touting their wares at the Front End of Innovation conference in Boston. His point: you can’t simply buy your way to a soaring innovation strategy. Some of these products might be useful, sure, but they’re no substitute for real thought leadership. Having an innovation process is fine, but it’s not a guarantee of success even if it does produce some tangible product at the end. Or, as he put it, “learn the process, execute the process, and then lead within it.”

image via heather at a lack of color