We all want innovation but often we take a ‘selected’ focus on the changes we are bringing about, either in the external market place in new products, services and even new business models, yet we often ignore the amount of change we should be considering within our own organization.
As we ‘learn’ to innovate we ourselves change but often we are poor at recognizing these changes and the greater impact this might have on on all that is around us.
We miss opportunities to alter our processes, systems, structures or methods. We often fail to ‘advance’ in all the positive change innovation can bring.
We tend to ignore the change part of innovation
I believe we need to rethink this and evaluate the significant changes that should be taking place within our internal organizations as we expand our innovation activities.
As I have mentioned in a previous post I have been thinking about the managing of change significantly in recent weeks. It continues well into the next few weeks as Jeffrey Phillips of OVO Innovation and I have co-authored a White Paper called “the critical interplay among innovation, business models and change” as it rolls out. Take a read by downloading this whitepaper on this site within my newly created “Insights and Thinking” tab.
A classic change model needs an update
We need to ‘unfreeze’ through recognition of our present rigidity > We should make a ‘transition’ through experiment and exploration > Finally we should not ‘refreeze’ as the recognition of past views have offered, we need to build the adaptive, agile and fluid abilities required for today from learning, collaborating and embracing change.
We need a ‘C’ change to always sit side-by.side with innovation.
Innovation is always like a change project, it needs to be mapped, it needs thinking through in its impact so as too relate and identify with all that does occur within any innovation adoption.
For the moment lets take a “lighter” look at the importance of the ‘C’ of needed changes throughout innovation’s need.
So thinking “C” is central to innovation
This is made up of the search to build a common language, to put innovation in its appropriate strategic and operational context, to work on communicating and cascading this throughout the organization, so as to build the culture, climate and conditions innovation needs to work on challenging and sometimes complex issues.
We consistently need to provide the clarity that all need to contribute so this ‘broader universe’ can spark the distinctive aspects of cultivating curiosity and creativity that has the greater potential of being converted into the innovation that delivers on its capital in the potential promise to captivate our customers.
The ultimate aim is building identification and understanding so as to build up the capabilities, capacities and competencies required to deliver on the integrated approach taken. This is led from the top through a well-designed approach and then fully conveyed down on the needs throughout the organization for all involved to align and bring innovation to life, to spark curiosity, co-operation and collaborative exchanges, to combine ideas, to be capable to build on these and take them forward in coherent, thoughtful ways, offering calculated returns.
What we design needs to seeks out to capture and encourage engagement, we need to crystallize new concepts, construct and commercialize solutions and be the providing catalyst for sustaining change and growing confidence, connecting our people, converting and clarifying, convincing all our respected communities of innovations value, of its growing critical importance and vital contribution to influence and determine future growth as well as creating the conditions for sustaining and improving the organizational longer-term prospects of lasting competitive advantage.
So have you had your daily dose of the critical vitamin C compound that comprises much of what we need for our innovation good heath?
Just a light hearted Friday afternoon comment. Ciao from Southern Switzerland.