A Cascade of Better Choices for Greater Innovation Outcomes

It is not an easy job to achieve the level of consistent innovation expected within any organization. Often those breakthroughs never seem to be repeated, we struggle to understand the reasons why we can’t achieve that regular rhythm or dependable outcomes from the innovation portfolio, that we would have expected or the board demands.

If you ever look at high performance in sport it is in the consistent, hour-upon-hour, day-upon-day of dedicated practice, hard work and consistent honing that gets you to that performance point. You seek to reduce deviance; you look to achieve a certain consistency.

Business Organizations will like that approach, it ‘plays’ to the efficiency and effectiveness message, it offers up a predictability and reliability that allows for dedicated planning and ‘predicting’ solid performance and certainly. This is the ideal for those investors looking for a consistency in results and dividends and the Executive Board yearns for.

Today’s uncertainly  asks for a different performance

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The Cascading Effect Needed for Innovation Success

Getting innovation through any process of understanding is hard. Knowing what is required to generate innovation throughout an entire organization is even more so.

We need to deploy the cascading effect on innovation

Often we fail to understand our role in contributing to innovation, we need a cascading effect. For me the “cascading effect” for innovation is “a sequence of events in which each produces the circumstances necessary for the initiation of the next”. It is the presenting of an idea, a concept, prototype, a piece of knowledge that provides the catalyst to be exploited in a broader community as the next step and so on. It cascades. It is where we fit within the innovation web.

Innovation often has to go through a set of stage gates, or cross thresholds, set by others or judged to be the essential cross over points. When you achieve these cross over points you induce more resources, more attention and momentum. The more it successfully progresses, it eventually gains a higher resilience and then the innovation picks up more for this “cascading effect”.

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Finding space for growing innovation

Making innovation a constant daily task for everyone to become involved is certainly a real problem for many organizations. Innovation does not sit comfortably alongside efficiency or effectiveness as it requires a much looser structure. It constantly ‘flies’ in direct conflict too much for many within organizations to create resistence and adoption. Innovation is looking to increase variability, nearly everything else in the organization is the exact opposite. How do we address this resistence and make innovation part of the daily working routines? Where can we start?

We have to open up our thinking to a number of “possible paths” to allow it to flow. I believe innovation should not be highly structured; it should be more loosely structured to allow possibility.

For a start individuals and organizations needs to explore multiple ways to learn and find the right pathway for innovation learning as they progress. This needs a more ‘dynamic social fabric’ to allow it to flow, it needs organizational encouragement. It needs mutual adaption and mutual adjustment. The understanding of absorptive capacity framework I’ve outlined before helps structure this.

Three simple rules have great intent.

Possible a starting point is through three simple rules I came across, but presently I can’t find the reference source on this regretfully. These seem to me to have a powerful intent:

  1. Mapping organizational and project innovation processes in the context of a shared responsibility for innovation relies on the rule of taking full responsibility that allows all “to see” the space of innovation that exists.
  1. Generalizing organizational and project knowledge in the context where knowledge is a central task relies on the rule of supporting routines for getting to that space and for keeping it open for all to share and explore:.
  • -This helps people be collectively conscious of what they know and how they now, build up and having expertise in are all dynamic routine activities to become competent experts.
  • – It also fosters respect for knowing and leaning from what others know and contributes to a growing improved skillset far more geared towards understanding higher-level conceptual frameworks
  1. Spiraling across cycles of adaptation in a context of constantly looking for new opportunities relies on the rule for constantly searching for new opportunities that creates an organization in which people are used to innovation that becomes a second nature– “the chaos is that we are constantly innovating”. Also the rule provides people with vital resource of having ways to deal with inevitable surprises of innovation.

We need to find ways to combined general knowledge for wide awareness of available options, and specialized knowledge for assessing the systemic impact of specific options. We need to move towards the development of “T-Shaped skills” being available constantly, to apply to different problems. Choice can stay fluid and it gradually ‘firms up’ to allow greater exploration and evaluation, as we ‘master’ knowledge and progressively experiment.

The ability to innovate is in the people, it is not in a procedures. Our pressing need is to structure innovation activity into everyday work, to make it dynamic in capability and become the new routine work.  I feel these three simple rules just seem to make such good sense as a starting point for making innovation part of every persons working day. Do you?

The Real Need Is Achieving Innovation Fitness

So how do we become innovation fit?

www.innovationfitnessdynamics.com is new and perhaps your possible innovation work-out gym.

Firstly stop and survey our world from a new advantage point

Can you imagine standing on top of a mountain, looking out across a vast expanse of nothing but mountains and valleys stretching out before you. If you squint hard enough you can just make out that somewhere in the hazy distance, the end point of your travels. The distance you have to travel towards that much needed innovation understanding, that are made up of so many different dynamics that make you and your organization that much fitter to compete in today’s challenging world seems really far off, or actually is it?

Exhilaration can quickly turn to reality.

Clearly while you are on top of this mountain you feel exhilarated to have even got up to this point. To even get to there you have already made a decision that you and your organization needs to become a more innovation one and needs to look beyond what you have, to what is possible, you are curious to explore this further, you have to, innovation is a strategic imperitive for, adding value, growth and improved wealth creation.

You have innovation choices

You had some vague ideas on what that might mean when you set out on that first climb to achieve this first advantage point. What you never expected once you had got to this particular mountain top was just what the vista that had so suddenly opened up in front of you, would actually mean. The sudden shock of what might be in front of you suddenly became overwhelming; it stopped you in your tracks. You felt suddenly confronted on what all this might actually mean. Do you go on or go back down?

Starting any journey always needs a first step.

While you had lived fairly comfortably down in the valley below, you simply kept looking up wondering what it would be like to become a more innovative organization. What was beyond that one mountain you constantly looked up too? You had survived, sometimes you even thrived but much of that ‘success’ was actually outside your own hands, it was often determined by some luck, often those abilities to react to something quickly enough on what went on around you. You followed others, you adapted and adjusted to changes going on and kept simply going but you felt this was not a really sustaining position. You wanted to change this, you felt you just wanted to be more in charge of your own innovation destiny. The question was how?

The big idea, a decision to walk a new path with a journey’s end in mind.

Then the big idea came to you. The way  to change was to make a critical decision, to move on by following a new path, a path towards innovation fitness. Why innovation, why the need to get fit? What was the journey end you had in mind?

To help on your journey I believe we need to raise our game and provide a greater fitness to the way we manage innovation. The dynamics of innovation need to be understood

A new web site dedicated to Making Your Organization Fit.

Innovation Fitness Dynamics is a structured approach, you might want to find out about. There is a fair amount of information already ‘posted’ but in any journey you need to get prepared, to be equipped. Jog on over:

www.innovationfitnessdynamics.com

This blog is about offering you a pathway towards achieving your own innovation fitness dynamics

The journey has many peaks and troughs, mountains and valleys to forge. Firstly you have to understand your present fitness to travel on any ‘change’  journey and in this particular case, to achieve any innovation fitness is highly dynamic and challenging. There are lots of fitness points needed to transform your innovation potential from a simple follower to a leader, recognized and respected for your ability to consistently deliver innovation in a sustaining way.

The end goal of your journey is simply “the greater fitness you can achieve in innovation capability the more it can equate to a new value creation“.  The exploring of the terrain that suddenly is opening up in front of you as you look over the mountains and valleys is in need of exploring, of travelling, of searching out those different combinations you require to get you to your own dynamics of innovation fitness understanding.

Welcome.  You will find here your guide, your companion, to be available to walk alongside you on your innovation journey.

The first step towards achieving any innovation fitness is to decide that you are are not going to stay where you are and so you become aware, the second step is a clear acceptance that you have to take a journey. The first step leads one to the second.

“One’s first step in wisdom is to question everything – and one’s last is to come to terms with everything”

–  George Christoph Lichten- physics professor and scientist 1742- 1799.

We begin our journey, a journey full of innovation fitness dynamics.Visit:

www.innovationfitnessdynamics.com

Orchestrating the new dynamics of innovation fitness

In my work investigating different aspects of innovation activity one thought tends to dominate my thinking: “How do we achieve a better understanding of the dynamics of innovation within our capabilities to be more successful?”

I’ve already written in previous blogs about the need of “constantly checking for the pulse of innovation” ( http://bit.ly/c3G0Ta) and suggesting the way to “open up your thinking to dynamic capabilities for innovation success” (   http://bit.ly/bxTeYO).

I’d like to take this one step further in this blog and outline my thinking on innovation fitness landscapes and why they are essential  to understand .

Each organization needs to know its Innovation Fitness Landscape- why

There is a pressing need for a firm is to consistently build and reconfigure internal and external competencies and capabilities to address rapidly changing environments. It is the mastering of this ability to achieve new, more innovative forms in rapid changing market conditions that will enable certain organizations to emerge as the winners of the innovation race.

This view requires a more ‘dynamic’ set of capabilities. Often the question becomes one of “which are the critical ones to focus upon to improve the chance of greater success?

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Opening up your thinking to dynamic capabilities for innovation success

As someone who runs a small, independent consulting and research business that is 100% focused on innovation, I am always grateful for the continued involvement of the bigger consulting companies in producing sound, relevant and topical research issues on innovation. They ‘stoke the innovation fire within’, they confirm what you felt you knew but needed it to be validated. These great sources include McKinsey, Bain & Co, Booz & Co, Monitor, BCG, ADL and to a lesser degree Accenture for innovation research. There are others but the ability to have access to C-Level thinking is this groups real strength and so they come more immediate to mind.

The emphasis is on distinct capabilities for innovation success.

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The Innovation Pathway Curve of Understanding

One of my recent articles outlined a three horizon framework. Let me extend this a little further. I’m sure we all agree Innovation needs to be worked at, it needs to be understood and often many people do get confused by not taking a more measured approach to the need to break innovation down into its manageable parts. Innovation does not just have a time axis that the three horizons framework refers too but it has a complexity and scope axis in learning as well.

By taking a more systematic approach to any innovation you achieve a greater understanding over time of what is involved.

Firstly you have to ask what you are trying to achieve, is it incremental innovation, distinctive, disruptive or even radical white space innovation? Do you approach innovation differently for each of these? I would argue you need to learn and build from one to another as you learn on the way, this is my going up a curve that increases in complexity and its scope/ outcome. Continue reading