Best Practice vs. Innovation

BP v. Innovation (Part 2)

Well they have a lot in common for starters. They are both capable of improving a product, process or procedure. As the illustration below shows, you can use either to generate improvements. The pioneers first set the route to improvement through innovation (i), and the rest follow through best practice (BP).

LOW << . . . PERFORMANCE (effectiveness and efficiency) . . . >> HIGH
Poor practice		Common practice		Best practice		Even better, new practice

However, there are key differences.

Best practice and benchmarking are based on copying what others already do. Best practice provides a proven way to improve something (within its intended context), and it allows you to make that change with a relatively small degree of risk. But, best practice runs out of steam when you need even better improvements - beyond best practice. (Note that some organisations may refer to their own process of improvement, through best practice and benchmarking, as "innovation". Within their context it could be called innovation, but from a world-wide perspective their resulting solution may not be innovative - just another copy of best practice.)

Innovation, on the other hand, can take you way beyond best practice. Innovation can not only improve anything, it can produce totally new processes, products and concepts. Innovation can push the boundaries far beyond the best practices of today. However, because innovation can create completely new and untested ideas, it may expose you to a degree of risk. For example, your new product or service may not be adopted by the marketplace, the innovation may have negative side-effects, a competitor may steal your idea (despite protection of your intellectual property rights), or some other unforeseen and unfortunate impact . . .

So why is BP on the illustration at all in the last phase, towards even better new practice? Well, best practice can be applied to the innovation process itself. That is, there are best practice techniques that you can use when you innovate. Hence, BP is illustrated in the last phase because it still has a role to play, but it is a smaller role.

. . . And the best is . . .

It depends on you (or your organisation). It depends on where you currently are, and where you want to be - in terms of effectiveness, efficiency, market position, and new developments.

Best Scenario One:
Best practice could be for you if your performance is low (below average, or below best practice). If you need to improve your performance then best practice will probably be your best, relatively risk free, option.

Best Scenario Two:
If you need to perform to a higher level than that currently offered by best practice, then innovation is the best way to go. However, it is wise to have achieved, or at least be aware of, best practice before you embark on this route. (Why?)

Best Scenario Three:
If your organisation requires the development of a completely new product or service then innovation is the only (safe) route to go. For this scenario innovation is best.

Other Scenarios:
There are other scenarios too. Sometimes the best option may be a combination of innovation and best practice. In fact, they often complement each other very well (provided both are conducted correctly).

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