I’ve had one of those weeks where a certain realization took hold, something that had been nagging away at you suddenly surfaces and slaps you in the face. Ouch!
I have just completed my own gap-analysis on how I have explained the Executive Innovation Work Mat methodology and its value. It actually was a bit of an eye opener. I was surprised in this audit of all associated posts, articles and papers written by myself or in collaboration with Jeffrey Phillips, that there were some very glaring gaps in my posts on explaining this methodology.
The Innovation Work Mat has seven components or domains
What was crazy here is the fact I have the research, the component parts all worked through, structured and being used in actual engagements to prompt the essential discussions, yet I had not been publishing these enough through my posts to underpin the methodology.
I had been missing essential domain component messages that are the very essence of why you need to work around the entire work mat as essential. I was missing the opportunity to publically talk about ALL the parts as it is the combining of these that does provide its value as an integrated approach to innovation that can cascade throughout the organization.
What was leading, what was lagging?
It reminded me on how important it is to do an audit of your inventory, where you have moved in ‘given’ directions, what you either forget or become blindsided too and what was ‘leading and lagging’ and recognize (eventually) you were missing important associated work mat branding messages that validated its real value.
My work mat messaging had been aimed more at the top of organizations and not across the organization’s working need for this work mat. I was not delivering the value of the work mat to the whole audience that requires understanding and identification for building a comprehensive innovation infrastructure.
I was focusing less on delivering the relevant messages to the very people working in the innovation space, those needing this strategic guidance and support, wanting association and the feeling of total organization engagement. That was for me a big “ah hah” moment. I needed to broaden out my message explaining the work mat components.
The tough sell of innovation
In truth, it is a hard sell to the top in organizations on innovation, they believe simply by appointing a Chief Innovation Officer and letting them get on with the job, then the board has done enough to make innovation work. Wrong!
Then they believe they can simply turn their attention to other business, still not figuring out why they are not growing enough or why they are running behind their competitors in the global market place yet they are demanding innovation!
Innovation needs the board levels explicit focus on making innovation a core within the organization.
What was lagging in explanation?
I need to gain the essential identification those that are working in innovating need to ‘spread the word’ within their organization on ALL of what needs to combine and then fit together to allow innovation to really work.
So I am starting to address these individual component parts. I started last week on Governance and innovation. There is a need to give each of the seven components further dedicated and explicit posts too.
I want to take each component and outline the reasons on its importance on why we must ask and explore the different questions raised by all the parts that make up innovation.
So I will explore the need for creating the right Environment for Innovation and why it is so critical. Then I felt I should be providing a greater examination of the make-up of all the aspects within Recognizing the Conditions for the Culture and Climate, so essential to stimulating the right conditions for innovation
Then I realized that all my collective material I had not focused on a more exclusive post around the thorny subject of Metrics and Motivations to Innovate – a place of much anguish! Then I was lacking this broader exploration of our central component of Common Language, Context and Communications to achieve the deepening of innovation within organizations, although I had touched on this here. The final part I want to explore more is Function, Structure, Process and Design as this needs some specific prompters and clarifier’s as well. Then a final summary of the Organizations Innovation’s Dilemma complete this series on the make up of the components within the Innovation Work Mat.
The seven components that make up the Executive Innovation Work Mat have been extensively researched and structured for client engagements. All the components and rational had all been covered in the initial white paper or the subsequent follow up articles but some of these had been allowed to lie a little too fallow in offering the component rationale and updating the understanding deriving from the ongoing work.
Getting the message out there for all to see
The public side of the work mat had been a little neglected; it needed some re-work beyond a lick of paint. So I thought this is the right time to resolve this and target the broader innovation audience, those that gets ongoing identification and value out of having this innovation work mat in place.
I do need to provide the probing and prompting that lies behind the ‘promise’ by applying the work mat methodology.
I need to offer far more on what does actually makes up the content and knowledge sitting behind this work mat approach. I only trust you see the value as much as others do, once you become fully engaged in all the parts of the Executive Innovation Work Mat.
Over the coming weeks a series of posts will emerge to address this set of oversights.
****This post has been** Updated** with the actual links into the posts that followed this intent to broaden out and share the thinking behind this integrated innovation work mat.