Achieving Innovations Capability Coherence

Coherence 1Innovation often fails to align to the strategic needs. This is often not the fault of the innovator, happily working away with no specific guidelines, apart from the general remit of “we need to be more innovative”, it lies in the boardroom that is not communicating the board’s needs clearly enough down the organization.

Building up our capacity to innovation does need to understand and reflect the organization’s business activities, as innovators need to grasp the value creation aspects that will deliver the necessary capital-efficient and profitable growth, and then ‘go in pursuit’ to achieve their contribution into these goals.

Even the basic questions often remain unclear, those of how are we looking to grow revenue, save costs, reduce working capital or improve our fixed capital? Managing our innovation activities can help in all of these. Actually if you ask I expect the CFO would say “all of them” but each does have implications on understanding of the fit and eventual role of innovation’s contribution.

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The Compelling Value of the 3H for Innovation Management

The Value of the Three Horizons of Seeing Beyond

The Value of the Three Horizons of Seeing Beyond

Following on from my suggested Common Language approach to the Three Horizons, I would like to outline here its significant value, within any innovation management thinking.

Clarifying our options requires multiple thinking horizons – seeing beyond for all possibilities by listening to the different voices

For me, the three horizons have great value to bring together and  map all the different thinking and possible innovation options over changing horizons.

You can frame innovation in alternative ways by using this approach. Innovation has multiple evolution points and working with this framework allows you to significantly improve all of your innovation contributions.

It goes well beyond the present value of ‘just’ fitting your existing innovation portfolio and directional management into a typical one dimensional view of just working in the present.

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The Three Horizons – Providing a Common Language in its Innovation Use

Forming a common view of 3H

Forming a common view of the Three Horizon for Innovation

As you may know I have been writing significantly around the Three Horizons in relationship to innovation.

Initially drawing on the foundation within the McKinsey initial papers, updated here under their enduring ideas, and in particular based on by its original authors of the book “The Alchemy of Growth” by Mehrdad Baghai, Steve Coley, David White and Stephen Coley

Then I discovered the work of the International Futures Forum, based in Scotland, where a group of members have extended the 3H significantly, well beyond McK’s initial work from my perspective, into a broader, more robust methodology tackling complex problems.

It was this IFF work that excited me, it opened up my thinking to find better ways to deepen the innovation connections and framing that could be suggested in the use of this three horizon frame in exploring and expanding different techniques and approaches.

Connecting the innovation thinking dots

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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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Are you engaging with all the different voices around you?

How do we manage future discussions

Having different perspectives and voices will enhance your innovation activities, they provide diversity, stimulus and greater options for you to consider the future innovation journey. How do we set about engaging with all these different voices surrounding innovation?

Have you ever worked with the three horizon framework?

It is really useful for managing your innovation activities, drawing out the often conflicting voices within the organization on how to take innovation forward. The approach can unlock you from just being caught in the present, to one of envisaging a future that then allows you to begin to build different capabilities, competencies and capacities.

Find out more here and here and here on the three horizons or within this blog site put “three horizon approach ” into the search box. You will find  I have provided a considerable overview in different posts thoughts on the 3H thinking and why I place such value in it for innovation’s evolution.

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I wonder who is withering on the innovation vine?

Dying on the grape vine 1This week I tuned into the Pipeline virtual conference for product development practitioners and gained an encouraging feeling that innovation is progressing along nicely. Packed all within a day there was plenty of material ‘fodder’ to feed off of and learn from.

A really good conference but what quickly followed was a strong dose of that withering on the innovation vine.

I read two consulting surveys around innovation

I’ve been suddenly pulled out of my virtual bubble back into the harsh realities of where innovation really is. Just simply how innovation is struggling and that lies far more at the top of our organizations than below, those below who are simply trying to ‘get on with the job’ but with at least one hand (or even two) tied behind their backs.

I have been reading two sets of observations, one from Fahrenheit 212, the other from Innosight and my mood began to change. I’m suddenly back in reality where we have this huge gap between those ‘working’ innovation and those at the top simply not engaging with innovation or still failing to understand it or even failing to connect the dots.

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Entering the zone of innovation uncertainty

“The future never stays the same as it is in the present”. 

Today we grapple with more uncertainty than ever before. For many of us this is the time of year when planning out the future becomes more ‘top of mind’. These are moments where we have to stop chasing the daily numbers, pushing the immediate projects that are in the pipeline and turn our attention to laying out our future plans. Sadly we often make a poor ‘stab’ at this thinking through process; we don’t get our thinking into the right mental frames.

The problem for management is anything discussing the future enters the ‘zone of uncertainty’ and this ability to often ‘read the tea leaves’ can very much determine the future health and direction of the organization. Ignore these shifts or signals and you are on the path to your own ‘destruction’.

Three Horizons Future never stays the same

Not only should we search for possibilities that extend and strengthen our existing core offerings but we should search out on a wider basis.

Often we make a complete mess of this planning out of our future.

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