In this three part series, inKNOWvations guest author Anders Hemre discusses the benefits and management approach of guided ideation.

If asked, most people would indicate that they are willing to share their ideas with their employer as well as with their coworkers. Even though there may be an element of “political correctness” here, most people probably are willing to engage in idea sharing and contribute to ideation, given that conditions and circumstances are conducive to such contributions. Typical as they are in mature organizations, questions such as “Do we really have time for this?” or “What’s the charge code?” can easily frustrate any initiative, innovative or not.

Consumer packaged goods manufacturer finds innovation value in collaborating with suppliers.

By its own analysis, Kraft Foods holds 2.2% of all food-related patents. The percentage may be surprising, given that Kraft is one of the largest global food and beverage companies, employing more than 100,000 people and some 2,000 scientists and engineers. To Kraft, however, the percentage tells a different tale. It says many good ideas for food innovation exist outside its four walls.

History suggests that even the deepest downturns can create huge opportunities for companies with money and ideas.

Recent turmoil in global financial markets and its spillover into the real economy have generated considerable interest in the Great Depression. There’s much to be fascinated with, both in the parallels (banking failures, a large spike in real-estate foreclosures, and global uncertainty, for example) and the points of contrast (such as the speed and coordination of the response of central banks and finance ministries in 2008).

Can the business practices of the 1930s yield useful lessons for executives setting priorities in today’s uncertain and evolving environment? For investments to promote innovation, the answer may be yes. Executives are often told to maintain investment during downturns. It’s easy to question this countercyclical advice, however, in times like the Depression or the present, when the volatility of financial markets (an indicator of uncertainty) reaches historic highs. Is the typical behavior of executives—act cautiously and delay investment projects until confidence returns—the wiser course?