I went back to the city where I grew up yesterday, though it wasn’t a city when I lived there, just a humble old town. I didn’t go to see family but to see an organisation that has interested me for a while. One that appeared to have a real commitment to innovation and change.
On closer inspection, it does.
This isn’t a tech start-up, a cool retail business or the next Deliveroo. Bromford is a housing association, albeit a very large one, operating around 30,000 homes across the UK and turning over around £170m a year. This is a fairly big business, but not a flashy one. And in its unflashy way, it has in place one of the simplest and smartest programmes for innovation that I have seen.
Here are some of its key features that I learned about yesterday.
Separate ideas from evidence
One of the first things I learned about Bromford’s Lab, is that they have divorced the testing of solutions from their design and development. A separate team validates proposed ideas as they flow through the development process, assessing the validity of the need and the viability of the solution at each stage. This ensures that each project is properly assessed on its merits by people with a more independent perspective, and that investment is staggered and justified.
Invest consistently but conservatively
Bromford invests less than 1% of profits in its lab and insights team. But it does so consistently, maintaining small, full-time teams to run both functions. This ensures that innovation isn’t an occasional push in response to an identified threat or opportunity, but a continuous programme of company-wide development. The effect of this is that lots of people are engaged in change and that it becomes normalised: there’s no shock and resulting resistance when they want to change how things are done.
Align efforts to strategy — but not too closely
Bromford’s Lab team, led by Paul Taylor, has been acutely aware of balancing the need to tie innovation to corporate strategy, while not being so closely bound to it that innovation becomes only incremental improvements to the status quo. Paul acknowledges that in the past their attempts have been too haphazard and disconnected from strategy, and also at times too defined by it. Today they seek to strike a balance, addressing core issues that support company strategy but also assigning time to more left-field projects that might deliver step-changes in performance if they succeed.
None of these features is revolutionary. They are, you might think, common sense. And yet I see efforts like this so infrequently on my travels through organisations in both public and private sectors. Consistent investment, dedicated teams, proper evidencing of decisions, alignment with strategy. A simple but critical recipe for innovation in future-ready organisations.