<ul>
<li>Invention is the creation of a product or introduction of a process for the first time.</li>
<li>Innovation is when someone improves on or makes a significant contribution to an existing product, process or service.</li>
</ul>
Steve Jobs' iPod is an example of great innovation. The iPod was not the first portable music device, neither the first device to put hundreds of songs in your pocket. What made Apple innovative was that it combined elements in a single device.

Invention and innovation

Companies often focus on technology instead of the customer's problem. 
Smart innovators frame their ideas to stress how a new concept is compatible with the existing market landscape.

Innovation alone is not enough

<ul>
<li>Innovation should give a unique competitive position in the marketplace.</li>
<li>Differentiating factors of your innovation should be conceptualised around the key strategic focus of the enterprise.</li>
<li>Know the customers.</li>
<li>Identify resources, processes, risks, partners and suppliers and the ecosystem in the market.</li>
<li>Assess the value of the innovation and how the idea will bring that value into the organisation.</li>
</ul>

Turn a great idea into a world-changing innovation

<figure><img src="https://img.huffingtonpost.com/asset/5bb34ef82000009900002eea.jpeg?ops=scalefit_720_noupscale" alt="" width="600" height="440"></figure>Consider the microprocessor. Someone invented the microprocessor. But by itself, the microprocessor was nothing more than another piece on the circuit board. It’s what was done with that piece — the hundreds of thousands of products, processes and services that evolved from the invention of the microprocessor — that required innovation.STEVE JOBS: THE POSTER BOY OF INNOVATIONIf ever there were a poster child for innovation it would be former Apple CEO Steve Jobs. And when people talk about innovation, Jobs’ iPod is cited as an example of innovation at its best. But let’s take a step back for a minute. The iPod wasn’t the first portable music device (Sony popularized the “music anywhere, anytime” concept 22 years earlier with the Walkman); the iPod wasn’t the first device that put hundreds of songs in your pocket (dozens of manufacturers had MP3 devices on the market when the iPod was released in 2001); and Apple was actually late to the party when it came to providing an online music-sharing platform. (Napster, Grokster and Kazaa all preceded iTunes.) So, given those sobering facts, is the iPod’s distinction as a defining example of innovation warranted? Absolutely.What made the iPod and the music ecosystem it engendered innovative wasn’t that it was the first portable music device. It wasn’t that it was the first MP3 player. And it wasn’t that it was the first company to make thousands of songs immediately available to millions of users. What made Apple innovative was that it combined all of these elements — design, ergonomics and ease of use — in a single device, and then tied it directly into a platform that effortlessly kept that device updated with music. Apple invented nothing. <a href="http://blog.insead.edu/2012/03/innovation-success-how-the-apple-ipod-broke-all-sonys-walkman-rules/" rel="nofollow" data-ylk="subsec:paragraph;cpos:13;elm:context_link;itc:0" data-rapid-parsed="slk" data-rapid_p="8" data-v9y="0" dir="ltr">Its innovation was creating an easy-to-use ecosystem</a> that unified music discovery, delivery and device. And, in the process, they revolutionized the music industry.IBM: INNOVATION’S UGLY STEPCHILDAdmittedly, when it comes to corporate culture, Apple and IBM are worlds apart. But <a href="http://www.youtube.com/watch?v=VRWvCAuJ048" rel="nofollow" data-ylk="subsec:paragraph;cpos:15;elm:context_link;itc:0" data-rapid-parsed="slk" data-rapid_p="9" data-v9y="0" dir="ltr">Apple and IBM aren’t really as different</a> as innovation’s poster boy would have had us believe. Truth is if it hadn’t been for one of IBM’s greatest innovations — the personal computer — there would have been no Apple. Jobs owes a lot to the introduction of the PC. And IBM was the company behind it. Ironically, the IBM PC didn’t contain any new inventions per se (see iPod example above). Under pressure to complete the project in less than 18 months, the team actually was under explicit instructions not to invent anything new. The goal of the first PC, code-named “Project Chess,” was to take off-the-shelf components and bring them together in a way that was user-friendly, inexpensive and powerful. <div>Subscribe to The Morning Email.</div><div>Wake up to the day's most important news.</div>And while the world’s first PC was an innovative product in the aggregate, the device they created — a portable device that put powerful computing in the hands of the people — was no less impactful than Henry Ford’s Model T, which reinvented the automobile industry by putting affordable transportation in the hands of the masses.INNOVATION ALONE IS NOT ENOUGHGiven the choice to invent or innovate, most entrepreneurs would take the latter. Let’s face it, innovation is just sexier. Perhaps there are a few engineers at MIT who can name the members of “Project Chess.” Virtually everyone on the planet knows who Steve Jobs is.But innovation alone isn’t enough. Too often, <a href="http://venturebeat.com/2012/03/23/entrepreneurs-are-you-solving-real-problems/" rel="nofollow" data-ylk="subsec:paragraph;cpos:21;elm:context_link;itc:0" data-rapid-parsed="slk" data-rapid_p="15" data-v9y="0" dir="ltr">companies focus on a technology instead of the customer’s problem</a>. But in order to truly turn a great idea into a world-changing innovation, other factors must be taken into account. According to Venkatakrishnan Balasubramanian, a research analyst with Infosys Labs, the key to ensuring that innovation is successful is aligning your idea with the strategic objectives and business models of your organization. 1. Competitive advantage: Your innovation should provide a unique competitive position for the enterprise in the marketplace. 
2. Business alignment: The differentiating factors of your innovation should be conceptualized around the key strategic focus of the enterprise and its goals. 
3. Customers: Knowing the customers who will benefit from your innovation is paramount. 
4. Execution: Identifying resources, processes, risks, partners and suppliers and the ecosystem in the market for succeeding in the innovation is equally important. 
5. Business value: Assessing the value (monetary, market size, etc.) of the innovation and how the idea will bring that value into the organization is a critical underlying factor in selecting which idea to pursue.Said another way, smart innovators frame their ideas to stress the ways in which a new concept is compatible with the existing market landscape, and their company’s place in that marketplace. This adherence to the “status quo” may sound completely antithetical to the concept of innovation. But an idea that requires too much change in an organization, or too much disruption to the marketplace, may never see the light of day. A FINAL THOUGHTWhile they tend to be lumped together, “invention” and “innovation” are not the same thing. There are distinctions between them, and those distinctions are important. So how do you know if you are inventing or innovating? Consider this analogy:If invention is a pebble tossed in the pond, innovation is the rippling effect that pebble causes. Someone has to toss the pebble. That’s the inventor. Someone has to recognize the ripple will eventually become a wave. That’s the entrepreneur. Entrepreneurs don’t stop at the water’s edge. They watch the ripples and spot the next big wave before it happens. And it’s the act of anticipating and riding that “next big wave” that drives the innovative nature in every entrepreneur. <div class="embed-placeholder" data-type="youtube" data-id="jFQSa6k5ofs"></div>This article is the seventh of 10 video segments in which <a href="http://www.docstoc.com/profile/thomas-grasty" rel="nofollow" data-ylk="subsec:paragraph;cpos:32;elm:context_link;itc:0" data-rapid-parsed="slk" data-rapid_p="17" data-v9y="0" dir="ltr">digital entrepreneur Tom Grasty</a> talks about his experience building an Internet startup, and is part of a larger initiative sponsored by docstoc.videos, which features advice from small business owners who offer their views on how to launch a new business or grow your existing one altogether.<div data-ab="huffpostPlusMidEntryCta3" data-ab-b-title="Last chance to become a HuffPost founding member!" data-ab-c-title="Last chance to become a HuffPost founding member!">Calling all HuffPost superfans!</div><div data-ab="huffpostPlusMidEntryCta3" data-ab-b-desc="Sign up and help shape HuffPost's next chapter" data-ab-c-desc="Sign up for membership and help shape HuffPost's next chapter">Sign up for membership to become a founding member and help shape HuffPost’s next chapter</div>

Like so many up-and-coming entrepreneurs, I was under the impression that invention and innovation were one and the same. They aren't. And, as I have dis...

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Consider the microprocessor. Someone invented the microprocessor. But by itself, the microprocessor was nothing more than another piece on the circuit board. It’s what was done with that piece — the hundreds of thousands of products, processes and services that evolved from the invention of the microprocessor — that required innovation.

STEVE JOBS: THE POSTER BOY OF INNOVATION

If ever there were a poster child for innovation it would be former Apple CEO Steve Jobs. And when people talk about innovation, Jobs’ iPod is cited as an example of innovation at its best.

But let’s take a step back for a minute. The iPod wasn’t the first portable music device (Sony popularized the “music anywhere, anytime” concept 22 years earlier with the Walkman); the iPod wasn’t the first device that put hundreds of songs in your pocket (dozens of manufacturers had MP3 devices on the market when the iPod was released in 2001); and Apple was actually late to the party when it came to providing an online music-sharing platform. (Napster, Grokster and Kazaa all preceded iTunes.)

So, given those sobering facts, is the iPod’s distinction as a defining example of innovation warranted? Absolutely.

What made the iPod and the music ecosystem it engendered innovative wasn’t that it was the first portable music device. It wasn’t that it was the first MP3 player. And it wasn’t that it was the first company to make thousands of songs immediately available to millions of users. What made Apple innovative was that it combined all of these elements — design, ergonomics and ease of use — in a single device, and then tied it directly into a platform that effortlessly kept that device updated with music.

Apple invented nothing. <a data-rapid-parsed="slk" data-rapid_p="8" data-v9y="0" data-ylk="subsec:paragraph;cpos:13;elm:context_link;itc:0" dir="ltr" href="http://blog.insead.edu/2012/03/innovation-success-how-the-apple-ipod-broke-all-sonys-walkman-rules/" rel="nofollow">Its innovation was creating an easy-to-use ecosystem </a>that unified music discovery, delivery and device. And, in the process, they revolutionized the music industry.

IBM: INNOVATION’S UGLY STEPCHILD

Admittedly, when it comes to corporate culture, Apple and IBM are worlds apart. But <a data-rapid-parsed="slk" data-rapid_p="9" data-v9y="0" data-ylk="subsec:paragraph;cpos:15;elm:context_link;itc:0" dir="ltr" href="http://www.youtube.com/watch?v=VRWvCAuJ048" rel="nofollow">Apple and IBM aren’t really as different </a>as innovation’s poster boy would have had us believe.

Truth is if it hadn’t been for one of IBM’s greatest innovations — the personal computer — there would have been no Apple. Jobs owes a lot to the introduction of the PC. And IBM was the company behind it.

Ironically, the IBM PC didn’t contain any new inventions per se (see iPod example above). Under pressure to complete the project in less than 18 months, the team actually was under explicit instructions not to invent anything new. The goal of the first PC, code-named “Project Chess,” was to take off-the-shelf components and bring them together in a way that was user-friendly, inexpensive and powerful.

And while the world’s first PC was an innovative product in the aggregate, the device they created — a portable device that put powerful computing in the hands of the people — was no less impactful than Henry Ford’s Model T, which reinvented the automobile industry by putting affordable transportation in the hands of the masses.

INNOVATION ALONE IS NOT ENOUGH

Given the choice to invent or innovate, most entrepreneurs would take the latter. Let’s face it, innovation is just sexier. Perhaps there are a few engineers at MIT who can name the members of “Project Chess.” Virtually everyone on the planet knows who Steve Jobs is.

But innovation alone isn’t enough. Too often, <a data-rapid-parsed="slk" data-rapid_p="15" data-v9y="0" data-ylk="subsec:paragraph;cpos:21;elm:context_link;itc:0" dir="ltr" href="http://venturebeat.com/2012/03/23/entrepreneurs-are-you-solving-real-problems/" rel="nofollow">companies focus on a technology instead of the customer’s problem </a>. But in order to truly turn a great idea into a world-changing innovation, other factors must be taken into account.

According to Venkatakrishnan Balasubramanian, a research analyst with Infosys Labs, the key to ensuring that innovation is successful is aligning your idea with the strategic objectives and business models of your organization.

1. Competitive advantage: Your innovation should provide a unique competitive position for the enterprise in the marketplace. 2. Business alignment: The differentiating factors of your innovation should be conceptualized around the key strategic focus of the enterprise and its goals. 3. Customers: Knowing the customers who will benefit from your innovation is paramount. 4. Execution: Identifying resources, processes, risks, partners and suppliers and the ecosystem in the market for succeeding in the innovation is equally important. 5. Business value: Assessing the value (monetary, market size, etc.) of the innovation and how the idea will bring that value into the organization is a critical underlying factor in selecting which idea to pursue.

Said another way, smart innovators frame their ideas to stress the ways in which a new concept is compatible with the existing market landscape, and their company’s place in that marketplace.

This adherence to the “status quo” may sound completely antithetical to the concept of innovation. But an idea that requires too much change in an organization, or too much disruption to the marketplace, may never see the light of day.

A FINAL THOUGHT

While they tend to be lumped together, “invention” and “innovation” are not the same thing. There are distinctions between them, and those distinctions are important.

So how do you know if you are inventing or innovating? Consider this analogy:

If invention is a pebble tossed in the pond, innovation is the rippling effect that pebble causes. Someone has to toss the pebble. That’s the inventor. Someone has to recognize the ripple will eventually become a wave. That’s the entrepreneur.

Entrepreneurs don’t stop at the water’s edge. They watch the ripples and spot the next big wave before it happens. And it’s the act of anticipating and riding that “next big wave” that drives the innovative nature in every entrepreneur.

This article is the seventh of 10 video segments in which <a data-rapid-parsed="slk" data-rapid_p="17" data-v9y="0" data-ylk="subsec:paragraph;cpos:32;elm:context_link;itc:0" dir="ltr" href="http://www.docstoc.com/profile/thomas-grasty" rel="nofollow">digital entrepreneur Tom Grasty </a>talks about his experience building an Internet startup, and is part of a larger initiative sponsored by docstoc.videos, which features advice from small business owners who offer their views on how to launch a new business or grow your existing one altogether.

The Difference Between "Invention" and "Innovation"

Invention and innovation

Innovation alone is not enough

Turn a great idea into a world-changing innovation

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