We are in need of a common language for innovation

German Late Medieval (c. the 1370s) depiction of the construction of the tower.

Any innovation common language needs working upon. It firstly needs recognition it is in our best interests to find a common point. It needs to be relevant to each of us, it must be current, appropriate, accurate and highly visible throughout the entire organization. It also needs to be allowed to grow and flourish, to evolve and become the lingua franca of all our innovation work. It needs building and constructing in conscious ways and design.

Let’s step back just for one minute, these ‘sentiments’ are fine, yet we actually do, seriously lack a common language for innovation and we should find the ways and the means to change this. It holds innovation back significantly. It can’t continue in a world of greater networking and collaboration.

Languages unites us or keeps dividing us

Language can have the power to unite us or potentially divide us. Developing a language to unite us in our innovation efforts goes some way to reduce disagreements and egos, to qualify individual interpretation or bias, often a key inhibitor that can block a team’s success. It lays in a common foundation. It builds confidence and understanding.

Once we have a common language, we can set about building and creating a more robust innovation management system. One that builds on this framework so it can relate to the relevant context, conditions, and environment for innovation, to offer within this building block, the common identity.

These identifiers can build into better understanding how to structure governance, process, and functional structures, to build a culture that is responsive as ‘they’ can identify a need for a common cause of understanding. It is in this central innovation language that becomes our clear unifying context, the enabler, and sense of personal identity with the purpose of what we are wishing to achieve.

In any common language, we need to master the understanding, the nuances and how it all fits together. We need to exploit it and extract what it can offer to enhance all the work we do in innovation. We need to appreciate always its terms, its definitions (and limitations) and the related performance values that can help to improve our performance and in our achievements of working increasingly with others.  A common understanding of our meaning to ‘innovate’ becomes an imperative. Continue reading

Fusion, Flow and Fluidity are needed in our Management Practices

We are caught in a real tug of war within much of what we do in business today; in our responses and reactions to many of the dramatic business conditions we are facing, many deteriorating or being challenged by greater global competition.

We are facing a very uncertain future if we base our actions on past practices. We need a new management model, one where we are pushing to seek increasing new knowledge.

We actually are in urgent need of a new management operating model.

A new management model where we are pushing to seek increasing ‘fusion’ but still want degree’s of separation, we are seeking out ‘flows’ through new knowledge to break down barriers that restrict new insights so as to turn these into new value creation, and we are encouraged to seek out and establish a higher ‘fluidity’ in what we do and reduce the rigidity we presently have in place in our current organizations.

There are growing concerns centered around how we need to adapt our management practices to manage in a digital world, we are grappling with the consequences and we need to find new solutions and approaches. We face issues made up of increasing information overload, coming at us at increasing speed and failing in our abilities to fully interpret this. We lack the agility and flexibility to respond to what this all means in both its implications and potential, for sensing and seizing new value creation from understanding this.

We need a new management practice to deal with our digital world. One real need is for increasing knowledge and then being equipped in interpreting this in our learning, daily routines and activities is becoming paramount to break out of a declining performance cycle.

Applying the three horizon lens to develop new management practices

If you apply the three horizon lens we need to construct management and its performance approaches differently you begin to see the pathway for change.

Continue reading

Advancing My Applied Innovation Thinking

I wrote a post “Needing to Think Applied Innovation Services” recently, it was extending my view that innovation needs to change. We need to think of managing innovation in different ways, we need to automate it and in addition, augment it. I suggested in that post “we need to pull down what is needed” and design a totally ‘adaptive’ innovation process to fit a specific need.

I argued we need to think differently about how we manage innovation. It needs to be more radical in design, actually, it needs to be far more up to date and in tune with the technology progress we recommend so much to others! Innovation systems are lagging, they should be leading in their design and connectivity.

What I mean by this is it needs to begin to ‘account’ for cognitive solutions that can augment and help automate our present highly manual innovation systems. I know we have some good software for different parts of the innovation process but none of these are integrated, fully connected up in their design. We still work in piecing them together. We lose significant collaborative opportunities and speed due to this mostly disjointed innovation approach. Surely this has to change?

We need to bring innovation and its process up to date. With cognitive computing, artificial intelligence, cloud-based solutions, purposefully designed apps and specific tools and frameworks, we do need to begin to stretch our imaginations further and flex our technology and app solutions more towards providing a better, more connected innovation process. I want to see a new innovation era happen.

Continue reading

Needing To Think Applied Innovation Services

We can simply go on and on in the many ways we have evolved our problem-solving techniques or methodologies, as those help the innovation and discovery process; incremental, piecemeal and experimentally.

Yet we still get caught out by not resolving or addressing the essential building blocks of innovation (culture, environment, climate, governance, alignment). We have never ‘cracked’ the full innovation management system. Perhaps we can today. We should try at least.

Many of those innovation tools that have been emerging in recent years have now built up a powerful body of validation, and they become necessary to know and practice yet often miss the basic building block needs of innovation. We need to do better, we need to design a completely new innovation process that takes into account all that has evolved in our understanding and experiment in recent years. Some thoughts:

Continue reading

The innovation value lies within the new system

Image credit: the film “the Core”

Core capabilities have upsides and downsides. As many of our business organizations seek to optimize their processes across the company, they are constantly reaching more outside to gain growing partnerships and greater innovation interactions. They are looking to complement and reinforce existing capabilities through more open innovation thinking and approaches but is that enough?

One focus area is on value chain optimization, another on customer engagement, yet the one that has the potential to really transform the innovation process lies in the partnerships emerging from reaching back into established suppliers, but also by tapping into the broader network of knowledge that can be found in reaching out to the innovation community of start-ups, venture capitalists, research institutions and other key players, capable of fostering and delivering innovation in unique and diverse collaborations. The collaborating edges are becoming our new core.

The core is far more found at the edge, in the collaborating capability and networks we form and this needs very different organizational design. Continue reading

Are We Crushing Real Innovation?

Well, this morning I came across an article in the UK’s Guardian newspaper, entitled “America has become so anti-innovation – it’s economic suicide written by Ben Tarnoff, a writer on technology and politics, living in San Fransisco.

This article did disturb me, it triggered a number of validations in my own mind. Once you get past the opening rant about the infamous Juicero juicer, that has now been used as an illustration of how investors funded something that automates something that you can do faster by hand.

The article opens up the doors to questioning much that is going on under the Silicon Valley umbrella. The juicer got funding of $120m from a number of blue-chip VC’s but it was not this that actually disturbs me, it was this “ant-innovation” tag the writer was attaching to (North) America.

The article goes deeper in questioning where we are in our innovation thinking. We do have a real innovation growth dilemma that we can’t lay at the door of Silicon Valley alone, it is part of the Western world’s current sickness. It has lost that ability to take a positive risk in so much, ‘kicking the can down the road’ for others to resolve, be these societal, educational, health, infrastructural or institutional reforming and so much more. All really important innovation opportunities. Continue reading

Covering Innovation My Way

I set out to engage 100% in innovation work, it has been quite a journey of discovery, relating and then translating the parts into solutions. I still get overwhelmed by the sheer information overload or advice that seems to be offered.

Just trying to stay your own course is tough enough but with all the diversity of views, it must be even more overwhelming for others, those who are asked to take on a role within innovation. Where and who do you turn too must be a real dilemma?

In recent years I have found I need to diversify away from one given ‘voice’ on innovation and channel this out into specialized and more focused areas of innovation activity. At present, I have SIX channels open on innovation advice or advisory service that has made my life partly more complicated but more importantly, able to separate my thinking into these parts, as they deserve a ‘deeper’ dive and/or broader exposure.

I thought I’d outline the six here in this post as the sum of the parts that  contributes to the whole Continue reading