Drawing out the different voices within the three horizon methodology for Innovation

Three Growth HorizonsWe so often struggle to articulate our innovation activity and then can’t seemingly project our plans into the future in consistent and coherent ways. We often lack the framing necessary.

If this rings true of the innovation activity in your organization, then it is in danger of being seen as isolated, one-off events, that fail to link to your organizational strategy. Furthermore you’ll be missing out, or not capitalizing on emerging trends and insights where fresh growth opportunities reside.

I so often come back to the messages we need to learn, which centers around the three horizon methodology.

I just wish this framework would be adopted far more within organizations. wanting to build a sustaining dialogue around innovation, it can be such a powerful enabler.

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Moving Innovation into our Core – Part Two

Papering over the innovation cracksA three-part series on rethinking the management of the innovation system.

Part two, recognizing the broken process we currently have.

The innovation process and the structures build into our organization certainly need to be changed.

I outline here different barriers that require change to bring innovation more into the core of a business.

Today, we are needing to build greater agility and responsiveness into our innovation design to counter for a more rapidly  changing market, sensing changing conditions and to ‘seize’ breaking opportunities. . A new combination of speed, flexibility, networking and focusing on adapting and fusing the skills and capabilities needed, will require changes in our innovation work.

Our current structures and processes for innovation are holding us back and will continue to not deliver the expected results needed today or the future, giving real growth and sustainability. We do need a far more radical approach to a solution for managing innovation inside our organizations.

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Moving innovation into our Core- Part One

Innovation at the CoreInnovation has sat outside the core of organizations central systems for long enough. Arguably this lack of being a core central focus holds the deeper understanding of innovation back.

A core that could offer up the sustaining value and contribution innovation can make, into the growth and future well-being of organizations and having available the level of resources and commitments it needs. Today innovation seems to be falling short in delivering on its promise. Why?

A three part series on rethinking the management of the innovation system.

Part one, building the business case of needed change in how we manage innovation.

Those constant top level concerns need finally addressing

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Exploring the Drivers of Innovation Change

ChangeI always show a particular interest in statements claiming to have identified a relevant driver of innovation change, then to think through these. Can these be valuable and be associated to the portfolio situation within an organization’s need, in seeking different viewpoints of product or service change?

Opening up our thinking to change can drive our business offerings very differently.

Often within these drivers we do need to explore what is the underlying force behind them, it allows us to pause and think. As you think through what these different change drivers on what it might mean to extending your new product or service developments, these can prompt radically different and  imaginative solutions to consider..

Using the different drivers can give you new insights into your innovation activities plus also can prompt significant changes to freshen up your innovation portfolio. They are certainly a good place to start to get the creative juices flowing even more.

It is worth constantly working around different drivers of innovation change.

Periodically I would suggest you work through each of these and see if this changes your thinking or approach and you can then see a different angle or opportunity that might emerge that changes the thinking.

So let me share my opening nine identified drivers for innovation change:

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Our longer term winner is clearly open digital innovation

Open digital innovationIn my last post I was discussing the effect digital would be having on our innovation activities, be these presently opened or closed. The impact of digital innovation changes the innovation paradigm significantly.

Organizations can stay digitally closed in their innovation activities, moving beyond simply developing innovation solutions themselves into a connected (closed) network, where the platform becomes the enabling force and those that join share common ground or purpose but are pursuing separate value propositions that required this ‘extended’ collaboration to achieve this position.

These ‘closed systems’ can give a level of competitive advantage but these are increasingly transitory depending on the complexity and uniqueness of the eventual value proposition. Collaborative platforms are clearly the way to go to open-up innovation that allows more radical and complex solutions to be provided.

We will see a new wave of open digital innovation Continue reading

Are you going all digital on me?

Going all digital on meWell then, are you going all digital on me from your innovation activities?

So there we all were, getting really very comfortable in our open innovation activities, learning to collaborate and co-create outside our organizations. Even our management has got “open innovation”.

We are encouraged and allowed to collaborate outside our four walls of the organization as the penny has finally dropped that “not all knowledge resides within the company”.

We had worked through some of the cultural stuff, shifted around the team who like to collaborate, pushing others less collaborative to the back; the conflict points, we had established the process, practice and tools.

We even have our legal teams on board helping sort out all the conflicting positions that open innovation can mean when it comes to dividing up the IP spoils and even had our leadership tuned in, singing our praises and even (heavens forbid) getting engaged in the process.

When the world shifts, we all need too.

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One really big issue is aligning strategy and innovation, right?

Executive Work MatAchieving innovation alignment always needs clear framing.

I would argue most problems or disappointment with our innovation efforts can be attributed to a lack of alignment to the organizations strategy and/or its poor governance with our end results. Here I am suggesting a way to overcome this constant frustration.

Poor strategic alignment can be overcome by working through a comprehensive approach to addressing all areas that impact innovation. One such framework I believe can help, as explained here, through the work mat approach.

I  believe this work mat approach does moderate and organize innovation for greater alignment.  It allows for the senior management to become engaged and shape the direction as it takes a more holistic approach. The work mat contains governance as specifically part of its framing as this can do far more in driving the conditions to innovate.

The intent with developing this work mat approach has been to clearly set out that much-needed ‘greater’ strategic connection through engagement at a senior level, they drive the outcomes, they provide understanding beyond the vision to make the neccesary connections, they fuel the engine and ignite the energy that innovation needs.

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