Innovation means different things to different organisations, of course – influenced, not least, by the scale of the problem faced and the ease with which a solution can be defined. But Harvard defines innovation as existing in four categories – and it is imperative that at least one of these exists within the fabric of any business.

1. Sustaining innovation sees organisations improving their existing capabilities in a familiar market and is therefore most common. Road mapping, R&D and acquisitions all aid progress here.
2. Disruptive innovation, on the other hand, requires businesses to deliver what people want with less, which requires not just product innovation, but business model evolution too. Pubs and restaurants switching to a takeaway service, is a good example of this.
3. Then there is breakthrough innovation, which surfaces when the problem is well defined but hard to solve. This requires the exploration of unconventional skill domains and is often typified by Skunk Works and mavericks, who are given a high degree of autonomy and fluidity to explore new projects. This type of innovation is high risk, but high reward, if successful.
4. And lastly basic research, which is used when the problem and solutions are not well defined. Naturally, partnering with knowledge specialists such as academic research or tech hubs, helps turn a concept into a potentially profitable venture, but again the risk is high.

In deciding which type of innovation to pursue, companies must consider multiple factors – not least, culture.

Traditionally risk averse or bureaucratic organisations may struggle to suddenly encourage their colleagues to come forward, contribute and create, for example. But business leaders have to realise they cannot innovate alone. So, while such firms will have a significant communication challenge on their hands to suddenly foster an environment of strategic agility, they must press forward with the belief that it’s not too late to innovate. And they need to take people with them.

Now is the time to encourage teams to be bold. Experiment. Providing employees with a mechanism to make suggestions without hierarchy, and – crucially – implement them, is a great starting point. And surveys, challenges and partnerships could all help get the conversation moving.

In truth, some brands will only need to adapt a little as a result of COVID-19, whereas others will need to undergo a seismic shift. The advice here cannot therefore be prescriptive. However, the danger of only piecemeal change is that – where markets have shifted dramatically – it may not be enough.

McKinsey’s article, Innovation in a crisis: Why it is more critical than ever provides some interesting further reading on this topic.