To achieve success you not only have to have a repeatable process but you have to ensure what is learnt ‘sticks’ so it can be used again and again.
The company we associate the most with when it comes to ‘sticky’ is 3M for its famous invention of ‘sticky notes’. They are used everywhere. As an aside, I recently I came across an even better product where you can ‘write and slide’ your sticky notes so they adhere to any surface and are particularly great for brainstorming or presentation concepts where you want to keep moving them around (sliding them) as your ideas grow and evolve.
These are new on the market developed by a young innovative Finnish company www.stattys.com. These great products allow us to keep something in place to ‘form’ our thinking around, they give us opportunity to share around and explore .
Besides ‘sticky’ we need something I’ll call motivational glue. A glue that binds between knowledge and learning to become a series of building blocks for innovation. These motivates us to keep thinking, pushing and developing our ideas into final products or services.
There are some huge shifts taking place across innovation activities. The simple fact that innovation has been thrown open and organizations and individuals can simply explore outside their existing paradigms is offering us something we have yet to fully grasp and leverage. This is a W-I-P for us all.
Secondly innovation is simply getting faster, better is another story, but it is expected to move from idea or concept to final launch in ever decreasing compressed time
As they say ‘you can’t have one without the other’. Open innovation is potentially allowing for this compression of time but where we still ‘lag’ is within our organizations to reap the rewards. Why? We are still stuck in the previous structures, systems and processes designed for internal developments that were designed for different times.
We need two really critical things really fast.
I wrote in an earlier blog called “the new extended innovation funnel” (http://bit.ly/hQTEJz) my reasoning for thinking differently from our traditional view of how the innovation funnel should look like. I feel it should look more like this.
Extended Innovation Funnel – are we really listening?
The ‘classic’ innovation funnel talked about is wrong for todays job!
Innovation happens across time. We often constrain our innovation because we ‘shoe horn’ any conceptual thinking into a given time, usually the yearly budgetary plan seems to exercise a large influence in this constraining. We should make the case that different types of innovation operate and evolve over different time horizons.
I call this the innovation rates of exchange.
A little of the theory: Coherence between organizational context and coordination of outcomes is subject always to those natural tensions of planning, resource allocation and the time imposed. Often decisions have a real tension built into them and they ‘shear’ against the real forces in play. Like our tectonic plates ‘shear’ and cause earthquakes, the ‘shear’ effect has a disruptive influence on innovation outcomes.
Often the time horizon of possible desired innovation often has these real conflicts. The actual realities and needs of the organization we lower the innovation impact in final delivery. We fall back on incremental solutions as the organization does not have the patience, appetite or desire to see through the potential fully.
So that puts the theory out there.
I have planned to explore in three simultaneous blogs, a trilogy of blogs, the three horizon model more extensively. It is a most valuable one to build into your thinking about strategy and innovation.
This is the final blog of the trilogy on the Three Horizon Framework and offers my thinking on an emerging framing to help in navigating through this.
The need is to define your different horizons.
This is part two of three blogs on the Three Horizon Framework and follows my one called “The value of managing innovation across the three horizons.” It further adds to the initial blog I wrote last year, called “the three horizon approach to innovation (http://bit.ly/ck8KfN). That blog gave a short introduction to the three horizon approach arguing we should take a more evolutionary perspective across the entire innovation business portfolio by using this model.
Going beyond that initial introduction in a trilogy of blogs, I plan to explore in this one, the second of these three simultaneous blogs, much of the thinking behind the Three Horizon model.
I wrote a blog last year called “the three horizon approach to innovation (http://bit.ly/ck8KfN). That gave a short introduction to the three horizon approach arguing we should take a more evolutionary perspective across the entire innovation business portfolio by using this model.
Going beyond that initial introduction- a trilogy of blogs
I plan to explore in three simultaneous blogs the three horizon model more extensively, this is the first of the blogs. Part two is here and part three here
The three horizon framework is valuable to build into your thinking about strategy and innovation. It places emphasis on where to tackle the different approaches to innovation (incremental, disruptive and radical) and place these within their different timing frames that are often need to manage these successfully across their development cycle.
The three horizon framework also allows for greater organizational participation on taking out ‘future thinking’ with different mindsets to visualize a variety of challenges in these various horizons and that has a huge value to work through and frame the activity and resources they will need over different time periods. Continue reading
Renewal- this seems to be really an important issue we all need to think about today; in society, in our organizations, in our institutions. Renewal of what we already have does can give us further opportunity to improve on it for what we know that works, what we think is right, what we value and what we just simply need to enhance.
We don’t always need to just throw away what we have and simply replace it with something completely new. This has its real adoption problems, it takes time and often a lot of money. Sometimes is just does not make sense to simply abandon, when recognition and adjustment would simply really do. Knowing what is good and with that clarity of what needs to be changed is often a better route to take.
We should look at what you have, in our current portfolio of products, services, guidelines & policies and see if they can be ‘freshened up’. In today’s difficult times exploring renewal is very worthwhile. Offering change constantly is very disturbing, improving, if we can, on what we already have is not, it is cheaper and often far more effective.
A more structured and systematic approach though, should be taken