由安德鲁· Hupert 

在中国新年之前，我是在上海销售会议，欧洲公司所有者谈论岗位假日销售投射。 谈话所有是“新的，创新，在箱子外面”，但步行是所有关于做同一件老事仅更大并且/或者更加便宜。 我是对这圈地以前。 某些昂贵的新的营销主动性在哪里放入地方6个月前对并且死。

如果是平直箭头经理尝试一些“在箱子外面”认为在中国的您您需要一个战略为测量和认可成功进入早期。 您最重要需要避免挥霍您的投资通过太及早拔出插头。

这也许帮助的有些想法：

我不是那些当中的一个“创新或死”人。 我喜欢推测什么运作和更做它-更好，更加便宜-快速地。 有时那重创和清洗房子的手段。 有时它意味精炼和去除瓶颈。

但假设您去并且尝试了新的事。 报偿计划。 一场广告战。 一个运行的结构。 一个产品。 一个品牌。 您有想法。

5个创新想法为1,000,000位最后结果经理：

这箱子认为是昂贵，危险和参差不齐的。 You have to manage and budget accordingly. Top managers aren’t going to innovate and develop new operating procedures on their lunch hour or weekends. It’s an investment. That means risk and return. You have to strike a rational balance and live with the choices you make. Innovation ain’t for wussies.

People resent the barrier-breaker and will try to make his efforts fail. First, make sure that YOU are not this guy. (Lot’s of interesting ideas get squashed on impulse by managers JUST LIKE YOU.) Then, prepare to intervene and use the force of your soft power as well as policy to give your innovation time to work. Informal support is almost as important as budget and manpower.

Exceptions have to made – budgeting, expenses, quotas, standard operating procedures. This is messy, and can definitely lead to resentment and internal combat — especially when one team is following a different business model. Hard-ass managers hate exceptions. Tough. If you don’t get messy, you’ll never build anything new.

Scheduling has to be flexible. Similar to #3, but oh, so much more difficult. China is notorious for scheduling and timeline nightmares. It always seems that 3 wheels are ripping at the pavement while one is stuck in reverse. I’ve tried yelling, “Just fix it!” in a variety of tones, volumes and speed. Doesn’t work. Also, beware of calling a job finished at the 75% mark. If you take your eyes off the ball too soon you might have problems.

It needs to be ramped up if it works. This can be the trickiest part. Let’s say your new sales approach or product development is a success. Now what? Some of you are in industries that demand constant change – but others of us tend to get paid well for doing what works well. It’s that second group that needs this last warning: if ANY new innovation works, it’s just a matter of time before it becomes industry standard. If you figured something out early then that’s a competitive advantage. If you react too late – that’s a competitive weakness. Have a plan for success.

Andrew Hupert, ChinaSolved