I keep coming back to the leadership of innovation; we need to move it from the peripheral to a more central one. This is not so much in a leader’s desire and need for innovation, which always seems well stated, but in their ability to lead it, to have it not just in their mind but in their real follow-through, in action and attitude, in their deepening engagement and involvement to it.
“Leadership for innovation can’t simply be delegated”, so tell me how many times have you heard that one? Yet it always seems to be pushed down the organization when you look a little closer. Running a day-to-day business, reacting to the events, achieving the performance to maintain the momentum, planning the future is demanding but innovation is absolutely central to sustaining and securing the future but does it really get enough of the CEO’s time? I think it should figure more in their time but how can this be achieved?
I certainly don’t envy global leaders in trying to balance all that is crowding in on them, that is making up their daily, weekly and monthly agenda’s. Something always has to give and innovation is one of those malleable parts whereas other more pressing ‘demands’ are more real, tangible and definitive and innovation gets constantly squeezed out at the top. Regretfully for many it does seem innovation ends up as important but not urgent for them to focus upon.
The management of innovation is the management of attention.
I find this an interesting observation. Achieving the management of innovation requires the management of attention was a view outlined by Andrew H. Van, a Professor of Organizational Innovation and Change back in 1986,where it was suggested for management that “the awareness of need deteriorates and their action thresholds reach a level where only crisis can stimulate action as they gradually adapt to the environment.”
I interpret this as Innovation does seems to get gradually pushed back, on the agendas of the CEO and perhaps even the organizations, if the leader is not being actively engaged consistently in it. Nothing has changed today; we still are not achieving this innovation attention. It slips down their crowded agenda’s as they deal with countless issues running a business. If their organization is in that crisis then innovation will have certainly have grabbed the CEO’s attention but by then it is often too late. We do need to manage innovation more strategically.
How can we change this?
Clearly what comes towards the CEO in ongoing issues does not go away, it only seems to increase in pace and complexity. Of course, we can call for the CEO to clear the decks and embrace innovation as central in everything they do. I think this call for his attention is not wrong but possibly naïve with what is on their plate to manage.
Where we can demand in their attention is in providing a deeper personal commitment and clearer insight into their understanding of the need to structure innovation to all its necessary alignment points, so it can deeply integrated with the strategic goals looked for. For that to happen it needs articulating somehow.
Influencing and shaping innovation
What I’d like to see is a way where the leader can influence and shape the core structures required for innovation and provide the building blocks for the organization to work within. Something that sets out expectations of where innovation fits within the growth plans and defines critical areas that are essential for innovation to link into the strategy and organizations vision.
Perhaps you can call this an innovation foundation document; perhaps you can take this even further and shape it in a more exciting, compelling format that frames the linkages and synergies between strategy and innovation, between innovation and capabilities, between culture, the environment, the process, routines and how it should all be governed.
How about a leadership alignment framework that articulates where innovation fits?
Something that addresses the critical aspects of innovation to gain a crucial alignment across the organization that provides the strategic underpinning to performance. Its aim is to promote the freeing up of people by taking away many of the debating points around innovation and replace these with a strategic framing recipe, one that looks for the organization to use it, work within it and operationalize it. This can be dynamic in that it ‘cascades’ up and down the organization as a communicating tool, it also becomes the meeting point to work through, the common language mediation that innovation so desperately needs for all to identify with, as well as the place to offer improving and evolving leadership engagement and guidance.
Can we ask for more?
The leader’s role is to provide guidance, strategic guidance, as well as to offer inspiration and clarity to capture the real essence of an organizations desire to innovation. If we can secure their attention through this strategic framework then it becomes their commitment document towards innovation.
If we can find a clear way for them to combine both the articulating and nurturing they believe is desired for innovation, so it can flourish, as well as offer specific ways to drive and measure this, we are heading in the right direction. Then I think we achieve something important. We draw the organization in and build the innovation activities around common and essential focal points. As we ‘grow’ the CEO’s involvement and attention through this suggested mechanism, this will have a significant impact on identification, commitment and understanding that will resonate throughout the organization and perhaps become more empowering to all.
A goal and its realization
Achieving a framework that builds structure, outlines both the intrinsic and extrinsic aspects and offers the overarching common communicating language is certainly achievable. Something that is clearly articulated from the top, then cascaded down the organization for it to be further ‘fleshed out’ within the organization, would immeasurably help innovation in the alignment to strategic goals and required attention.
If we can provide a framework that can align, that can engage, and can offer a common set of references to refer too, clearly provided by the CEO and his team, then this surely would be a valuable contribution? It would bridge that often missing element of conveying the top managements desire and commitment to innovation’s momentum. This will work down the organization to plug into and generate that much-needed identification, to energize innovation as the ‘force’ essential for growth.
I want to discuss this further in the weeks ahead as I feel we can gain some much-needed traction on this as there is a clear leadership gap on innovation, no question. I think there is a good solution. Innovation does require a constant communicating and guidance from the top and in providing an innovation alignment framework of how this all is interrelated, we can achieve the attention of management strategically and that could be a huge thing.