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- Recognize and promote the success of adopters and diffusers of innovation. Commissioners and providers are encouraged to reflect various forms of innovation in their commissioning schemes - which may include goals on putting new inventions into practice, adopting changes already proven elsewhere, or spreading proven changes within an organization or to other providers.

- Reward innovative thinking. Innovation must be viewed as part of a deliberate process. Management should recognize that innovation can happen at all levels in an organization and staff who seek new and better ways of doing things should be rewarded.

- Use and share knowledge. Many organizations support staff to join knowledge communities to share the ideas and initiatives among innovatiors and potential adopters. Staff who have access to diverse and timely information are stimulated to generate new ideas and use best available evidence to inform decisions by creating effective networks for sharing ideas, knowledge and experience.

- Manage risk and tolerate failure. Organizations supporting an innovative culture recognize that not all ideas will work through testing and evaluation. Innovative organizations assess and manage risk actively, making sure to fully understand the risks that are present in their current system. Failure is viewed as part of the learning process rather than something to punish.

- Promote learning and development. Organizations provide their staff with the necessary specific tools and techniques of improvement to support radical rethinking of services. They create and develop the capability to innovate and build.

CHAPTER II

GLOBAL INNOVATION PRACTICES

Today, every organization must change to survive. New discoveries and inventions quickly replace standard ways of doing things. The pace of change is revealed in the following examples of global innovation practices:

The search leader, Google, has earned a reputation as one of the most innovative companies in the world of technology. A few ways how Google hatches new ideas:

Open Office Hours: Managers discuss new ideas two/three times a week. Google's personalized home page is one success born from this approach.

Free Thinking Time: Google gives all engineers one day a week to develop their own pet projects, no matter how far from the company's central mission. Google News is an example of this process.

Big Brainstorms: As it has grown, Google has cut brainstorming sessions. A concept is discussed for 10 minutes. The aim is to build the initial idea with at least one complementary idea per minute.

The Ideas List: Anyone at Google can post thoughts for new technologies or businesses on an ideas mailing list.

Acquire Good Ideas: Although Google prefers to develop technology in-house, it has also been willing to snap up small companies with interesting initiatives (Anon., 2005).

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