Advancing innovation | Paul4innovating Innovation Views

Visualizing the innovating future through narrative reporting

The push for narrative reporting

How do we capture all the activities that have the potential to generate wealth within organizations? Most remain hidden as they lie within out knowledge-based capital. This the second part of two posts (part one here) discussing our need to capture and report on ALL our assets, both the tangible and intangibles.

Knowledge-based capital today is more important to understand in its make up than often the reported financial numbers. One generates the other and investors need to see what goes into an organizations knowledge capital to provide them with continued confidence or not.

Recently the OECD provided an extensive report on “Supporting Investment in Knowledge Capital, Growth and Innovation”

I spent a fair amount of my time this last Saturday working through this document from the OECD. No, it was not because I had nothing better to do, it was simply because it ‘points’ towards one area I totally believe needs resolving, capturing knowledge and where it resides and how it works.

Then we can begin to place increased focus upon improving the capabilities and capacities we all need for innovation to do its necessary work, that of regaining our growth and vitality in many markets. The problem is we often do not know which are the most valuable or critical to focus upon. Continue reading “Visualizing the innovating future through narrative reporting”

Pushing towards a new frontier, visualizing the future.

We all know that innovation is hard to measure as often we face a new frontier to take our ideas beyond the existing. Assessing innovation capabilities can be particularly hard as they are made up of so many intangibles.

We need to frame these capabilities in much better ways, as they mostly remain shrouded in mysteries to render it difficult to know what each business actually needs to invest in, to achieve their goals.

Knowing what and where they need to improve their innovation capabilities becomes a critical need to know point for gaining unique competitive advantages.

So much of innovation activity is left to chance and it leaves all involved as vulnerable, open to being beaten to the next ‘big’ innovation breakthrough. I would strongly argue that organizations should build their innovation capabilities in systematic ways, yet few do, let alone understand what this truly means. We simply need too.

Understanding the ‘beating heart’ of organizations

One of the biggest gaps is trying to put a finger on the pulse of what makes up innovation. So much of the capabilities are intangible, locked up in those intellectual capitals of the organizations. Continue reading “Pushing towards a new frontier, visualizing the future.”

Entering the zone of innovation uncertainty

“The future never stays the same as it is in the present”.

Today we grapple with more uncertainty than ever before, we are facing so much change. For many of us this is the time of year when planning out the future becomes more ‘top of mind’. These are moments where we have to stop chasing the daily numbers, pushing the immediate projects that are in the pipeline and turn our attention to laying out our future plans.

Sadly we often make a poor ‘stab’ at this thinking through process; we don’t get our thinking into the right mental frames.

The problem for management is anything discussing the future enters the ‘zone of uncertainty’ and this ability to often ‘read the tea leaves’ can very much determine the future health and direction of the organization. Ignore these shifts or signals and you are on the path to your own ‘destruction’.

Not only should we search for possibilities that extend and strengthen our existing core offerings but we should search out on a wider basis.

Often we make a complete mess of this planning out of our future.

Continue reading “Entering the zone of innovation uncertainty”

Innovation being served up with a growing angst, anxiety and Kiasu

Time, we are told, can be our best friend or equally our worst enemy, it does give us all a constant, certain anxiety and growing angst.

This week time showed its bad side to me, actually it might have been doing this for some weeks when I stop and think about it.

When you feel the pressures of time, you seem like you are “fighting the clock”, it just seems to heap more pressure on you and that need to break out, that spark of creativity, seems to have been buried under an avalanche of what keeps coming into you. The acceleration of what keeps landing on your desk, crying out to be read, answered or translated into something more.

Of course, most of us are that rational type and we tell ourselves most of this is self-imposed or is it? I think most of this is externally-imposed. I blame the advancement of our social tools and all the multitudes of opinions, thoughts, suggestions that are ‘spewing’ forth in streams and becoming so overwhelming you begin to go ‘stir’ crazy. I equally blame myself for getting so hooked.

Addressing the problem

This is not simply a time problem, it is deeper than this. It is actually tickling away at fear, it is giving a growing intense feeling of apprehension, anxiety and inner turmoil. I think I’ve been suffering this for some time. I’ve got FoMO thanks to all these social platforms I feel I need to connect into. Continue reading “Innovation being served up with a growing angst, anxiety and Kiasu”

Beyond the previous boundaries of innovation long gone

Innovation is increasingly moving beyond the previous boundaries of just being left to each organizations scientists or marketing departments, those days are seemingly long gone.

Today and in the future, innovation is about open, inclusive, full of exploration and harmonization to extract the best results.

We seem to have really grasped and recognized the combination-effect that comes from the myriad of different linkages that is propelling innovation activity and bringing increasing confidence within the boardroom.

According to a recent PwC report, optimism has dramatically been raised around innovation, so much so the vast majority within the survey of 1,757 c-suite or executives respondents believe their aggressive growth plans will be driven by organic growth (93%) and not by previous means of M&A activity.

They are talking more radical and breakthrough innovation. BCG in its 2013 report on most innovative companies is equally far more bullish on innovation. Continue reading “Beyond the previous boundaries of innovation long gone”

Risk readiness and innovation growth – board room tension

I recently provided a post on a very upbeat PwC report on innovation and its growing importance to growth in the coming years. The PwC report “Breakthrough innovation and growth” was a survey of 1,757 C-suite and executive respondents, on their thoughts on innovation and where the new growth was coming from in approach.

The top line was companies are seeing innovation transforming their businesses and their need to take a more sophisticated approach to innovation, so as to achieve the growth plans they are setting for the next five years.

There was a strong indication that the innovation that was going to be pursued was going to follow a far more radical set of innovation practices that have the potential for offering a real impact on companies future growth ambitions.

Yet I have also been reading another report issued by Corporate Executive Board (CEB), a leading members-based advisory company called “Growth Readiness- prioritizing investments to drive executive commitment” discussing the secret to effective investment prioritization is demonstrating your organization’s readiness to pursue growth. (N.B You need to fill out the form to obtain the report)

Both correlate on the strong need for growth. CEB suggests as the global growth has stalled that in response, companies have planned to boost non-incremental growth investments by almost two-thirds.

The CEB defines non-incremental investment as a large growth opportunity that requires some change to the business. Continue reading “Risk readiness and innovation growth – board room tension”

Value realization comes through innovation and our business models.

Everything, it seems we work towards in business, is for seeking out new value creation, for new growth and wealth creation, for providing improved returns on the investments we have been making and this is where innovation becomes so important.

To achieve this we consciously have to set about the value capture and what contributes to its realization. This is where innovation plays such a vital part. If we don’t build our innovation capital we will certainly have a much harder, perhaps even impossible time of realizing new value.

We are more than likely to just maintain our existing value or see it steadily decline. So a constant focus upon renewal is always needed. Do we consciously do that on a daily basis or just once a year at annual review time?

Value-adding activities need to be central in nearly all of our decisions. The how we can turn our resources into being more productive, more creative is increasingly becoming one our biggest strategic areas of future investment decision.

Our resources are those all-inclusive assets, capabilities and processes that make up the Enterprise. Continue reading “Value realization comes through innovation and our business models.”

Failing to explain innovation capital

Last week I made a complete ‘hash’ of explaining innovation capital. I made a set of basic mistakes in my preparation and my delivery. I allowed for little discussion and debate and I just ‘blasted’ on regardless. I’ve been standing in the innovation ‘sins’ corner most of this week.

I can honestly say I don’t feel so good about this failure at the moment and I thought a more public ‘confession’ was in order. I will also let the ones that suffered from this also know how I feel.I made such a simple set of basic mistakes. I’m still asking myself why and have been slowly working through it to get to the bottom of my ‘aberration’ moment. Let me share some of this with you as learning from failure is as important as celebrating success.

The story could easily go……”well it was simply one of those days…to much coffee beforehand, being distracted by other issues……” No, those should simply not happen. Somehow I forgot some basics and then some more but I’m certainly never too old to (re)learn and own up to this.

Let me explain, I was asked my opinion in a thirty minute exchange on innovation capital. It was not my finest thirty minutes. Continue reading “Failing to explain innovation capital”

PwC’s report on breakthrough innovation and growth

I’ve been reading through the PwC report “Breakthrough innovation and growth”, a survey of 1,757 C-suite and executive respondents, on their thoughts on innovation.

The top line news is how companies are seeing innovation transforming their businesses and their need to take a more sophisticated approach to innovation, so as to achieve the growth plans they are setting for the next five years.

PwC are suggesting there is an innovation transformation under-way: “Companies are changing the way they innovate“. They further state that “innovation is becoming a competitive necessity, if it’s not, then executives need to be asking themselves what they could do to improve their innovation process.”

All I am providing here are my initial takeaways from a report I would recommend does provide really good value in working through. It seems innovation is becoming far more the central driver of the organization’s agenda than in the past, where geographical expansion along with mergers and acquisitions were more dominating. Continue reading “PwC’s report on breakthrough innovation and growth”

Approaching innovation through fitness dynamics needs a structured approach.

This post follows on from my recent one of “the Innovation Journeyman.” We do have a real journey still to travel to understand the dynamics within innovation. Here, I want to lay out a possible path that might advance us towards achieving this. This includes a fairly ‘intensive’ nine step approach outlined below.

What we do need to do is constantly evolve our innovation capabilities to perform in more dynamic and flexible ways. We need to acquire that consistent aim of achieving a more adaptable and adjusting approach to innovation in all its parts.

We need to meet the changing circumstances and challenges we are all facing to regain the real growth needed from our economies and organizations, making what we do at the same time, more sustainable. Delivering better innovation outcomes is central to this task.

Continue reading “Approaching innovation through fitness dynamics needs a structured approach.”