The more we embrace change and recognize innovation demands more of our time, the more we must seek out knowledge that ‘feeds’ innovation. And the more we ‘push’ for learning, the greater chance we have of thriving in a challenging world.
The expectation ‘bar’ needs to be raised from those practicing innovation, I feel the constant need is for those working within innovation; they have this real need to raise their game significantly. Innovation needs organizing but it also needs a better understanding of its contributing parts.
Learning and Education should always start with us.
The earlier we learn, have open interactions and form linkages, the more we will be ready to advance innovation into what it must become: a discipline highly valued for what it contributes with in terms of wealth and growth potential. Our knowledge becomes a powerful enabler to building out our networks, we are valued for what we know.
We need to find the determination to underpin the capacity for innovation, lying within us all, and that comes from knowledge and education through collaborative learning. So what is your capacity for innovation really like within your organization? Is the learning required for innovation set up in structured ways or left to individual learning and experimentation?
Do either structured or informal ways feedback into the organizational learning system to benefit others? Or is the knowledge gained just left ‘resident’ in the person, not being put to that greater use?
Knowledge exchange is the way forward but we need to avoid the easy paths.
Organizations need to move well beyond their lazy reliance on best practice comparison and they need to find better ways to explore emerging practices. But that takes many into the realm of increasing uncertainties, and most people and organizations are not trained for this exploration and experimentation.
It is easy to copy but we often fail to recognize all the context, all factors that went into making it that one specific organizations good practice, and I guarantee these are not yours!
Best practice does have their comparable uses, but it is your focusing on your own unique issues and needs, that you discover your emerging methods within your own organization is the area to focus, for learning and wanting to improve into those that make your practices really work. Then applying, experimenting and learning from novel practices that provide growing confidence in creative thinking.
Also give some thought for the next practice, those practices that prompt reinvention, they unlock barriers.
New practice gives us all the chance to start such totally fresh thinking, they challenge existing paradigms and move you towards considering new business models. We should always look beyond ‘simple’ improvêment and push out beyond existing thinking into new thinking, that ‘see’s’ things differently. It can radically alter your thinking and enable a breakthrough that provides a new ‘strand’ of value.
Organizations constantly anticipate risk by reducing all the variables within risk and play safe with just being incremental. Is that wrong? No, partly but yes far more! We are in a very volitile world, we need to contain risk but we need novel practicies to deal increasingly with these new complexities. Yet as long as we have our reward systems geared to short-term performance, while we measure leadership success the way we presently do, and the shareholder just expects consistent dividends as their part of the (current) equation, we stay trapped in only offering the predictable. We need to learn differently so as to quickly mobilized and force change if it does not meet this immediate aim of resoving barriers and problems we seem to be coming up against (constantly), we head down the wrong path if we stay on the existing one.We need to venture out and be ready to explore, learning and knowledge contribute to us seeking out new experience where we gain within ourselves.
We are not sustaining our organization and we are not advancing ourselves either, we are destroying much in our current approaches if we do not explore and experiement. We do need to focus more on the competence-enhancing not competence-destroying aspects and that comes from learning and acquiring new knowledge and fresh insights.
We need to re-balance the “risk and opportunity” to push our use of new knowledge into fresh innovation that ‘advances’ on the existing. To recognize the difference, we need to encourage knowledge to be ‘freely’ exchanged, and then provide the environment to encourage a re-educating on ‘seeing and exploring’ new possibilities that allow us to grow.
New Knowledge helps us relate to change, we can see more of it coming and are ready to absorbing it.
As the challenges we are all facing today seem to be coming faster at us, increasingly far more complex to decipher and then re-evaluate, then often we wonder how we should respond. To achieve faster response we certainly need to educate the organization more than ever to open up, to explore, to experiment and search for new knowledge understanding.
We need to absorb more, we need to encourage learning more especially to pursue innovation. We need to actively set up learning ways within our organizations to establish their abilities to recognize the value of new, external information (knowledge), to assimilate it, and apply it to commercial ends.
Can we recognize that choosing the tougher pathway of building our own distinct capabilities, learning block by learning block, is the right one to follow? This allows us to build capacities that are ours
Finding our own way relies mostly on us to find the answers, our answers to our problems to solve. We grow by seeking out our knowledge that we need to progress, as it feeds our minds to find out unique ways to contribute and share.