Antibodies | Paul4innovating Innovation Views

Measuring and motivating the innovation elephant

I often think of the parable of “The Elephant and the Blind Men” when I get into discussions about measuring innovation.

What are truths, what are the fallacies? The parable implies that one’s often subjective experience can be true on your need, but not necessarily the other person’s view of their understanding of value.

You get, as the end result, a failure to account for other ‘beliefs’ or capture the real value and miss providing broader motivations to encourage the innovation elephant along.

Establishing the right metrics that motivate and yield the result you are looking for is sometimes a tough challenge. You should always start with the bigger picture, organizational needs and then design the metrics and cascade these throughout the organization.

Continue reading “Measuring and motivating the innovation elephant”

Mind the Gaps in Innovation.

Most of us that have travelled on the undergrounds around the world are well used to the announcement as a train pulls into the station of “mind the gap” between stepping off the train and the platform.

The reminder is to make us aware there is a gap and we need to be ready for this. We need to be consciously aware.

Innovation nearly always suffers some form of “mind the gap” and yet we tend to ignore the obvious and stumble into these gaps or fail to recognize them completely. These ‘gaps’ comes in so many different ways and guises.

We are in a need to constantly “mind the innovation gaps”, these are everywhere.

Firstly innovation is meant to bridge the growth gap found in organizations, it needs to have clear plans to manage the core, seek out new adjacencies and investigate the white space opportunities for making up the growth plans, so as to meet the strategic goals and aspirations of the organization. Often the resources are not allocated to all three of these, it is often left to the same team to bridge the gaps and more often than not, they fail. We also fail to think across different innovation horizons and not allocated dedicated resources and the time to each of these.

Continue reading “Mind the Gaps in Innovation.”

The Innovation Bunker- Getting Out of Cognitive Traps Part Two

Help seems to come from new quarters – unlocking our minds and breaking free from our cognitive biases.

Part two of the Cognitive Traps we find ourselves in. Part one is here

So how can we break free from what holds us back?

As we have these cognitive biases then we have to consciously work on reducing their effect in our judgements, decisions and actions.

We need to break out of those cognitive chains that can hold us back and limit our innovation thinking

I think there is so much help at hand

If I take www.innovationgames.com, as one example, of where Luke Hohmann and his team are taking us. I think there is this important emerging ‘rush’ into games-based tools partly because they can significantly help offset cognitive bias. They allow us to become more engaged in collaborative thinking. Continue reading “The Innovation Bunker- Getting Out of Cognitive Traps Part Two”

Innovation Job Chasing – A Race Needed To Win

There are times when we all have to “up our game”. We are entering one of those periods where we have to relearn how to compete, how to win. The world is in the throes of some dramatic changes and the innovation gloves have to come off. Innovation capacity in many countries needs a new, more robust solution.

I wrote about “The present jobless innovation era we face” raising up the theory that Professor Christensen points towards, that we are working on the wrong types of innovation to create jobs.

We are measuring our businesses in financial metrics that were more designed for periods of scarce money supply and not what most of our companies have today, cash in abundance, sitting on their books and a world ‘awash’ of cheap money. Professor Christensen calls this theory of his “the Capitalists Dilemma.”

Risk-aversion is dominating our Western thinking
The present situation is that we are in a period of risk-aversion where the innovation ‘bets’ are more incremental, more short-term pushing for greater utilization of existing assets that are designated by Professor Christensen as “sustaining or efficiency” innovations. He believes we need more “empowering innovation” – those that create jobs and invest capital across longer-term horizons than today. Continue reading “Innovation Job Chasing – A Race Needed To Win”

Seeking engagement for innovation change

I’m right in the middle of a launch of the Executive Innovation Work Mat approach, a series of seven blogs outlining a framework and structured approach to this.

During the seven days these will document seven important “domains” that determine innovation success or failure.

Each domain creates innovation potential, but sustained, successful innovation requires a unified “framework” in which all of these domains are appropriately engaged and aligned.

The development of this framework, which we call the Executive Innovation Work Mat, is the responsibility of the CEO or senior executive. They can deliver alignment by engaging and providing this leadership required in innovation.

Introducing the Executive Innovation Work Mat — Introduction to the Series of the Executive Innovation Work Mat with image credit: opening curtain image from bigstock

If you have the opportunity, do go over to the www.innovationexcellence.com site to see the first two blogs, the foundation document and whose role it is to design this and why.

The first document is called The Seven Essential Domains for Innovation Leadership – the Work Mat Approach and the second The Critical Role that Senior Leaders must fill for Innovation Success

As this is a collaborative effort between Jeffrey Phillips and me, we see this opening series as the engagement to the innovation community. We are looking for feedback and thoughts to take this forward as we clearly believe it is an important problem within innovation to break down. Continue reading “Seeking engagement for innovation change”

Lingering dogma, fixed mindsets, tensions and conflicting needs

Sometimes you would be amazed at the underlying tensions that occur when you get into those discussions around the board table on what and where innovation contributes to strategic direction.

Even managing the present portfolio of innovation initiatives gets caught up in these underlying tensions as it becomes another opportunity to open up the old wounds of bruising past battles and get back into those discussions again.

Suddenly the CFO becomes animated over the uncertainties; the research director grows defensive, and the marketing director more strident in why it is constructed that way.

The HR director raises their concerns on stretching the resources too thinly and suddenly a fast and furious open debate erupts. Then the Supply Chain director throws in the concerns that the system will not cope with the sudden influx of new introductions in the remaining part of the year.

Each has a valued perspective but much of these are based on past positions, attitudes built up from other pitch battles and scores to be settled.

The CEO listens and silently thinks to himself: “what happened to the series of bonding exercises that we had all had invested in, suddenly just gone”. Continue reading “Lingering dogma, fixed mindsets, tensions and conflicting needs”

Are we all upside down?

This is one of those rants occasionally I feel a real need to express. Forgive me, normal service will be resumed after this ‘break’.

Coffee in hand, soapbox set up, let me begin.

Today, we are all struggling to transform ourselves in our businesses, even just within ourselves, to adjust to the current economic difficulties we all seem presently to be facing.

We are not only confronted with the toughest downturn in modern times but with all the pressures with the speed of decision-making, and technological advances that seem to just simply ‘suck up’ more of our daily lives instead of helping to resolve it.

We have the pressures of global competitiveness and calls that constantly are urging us to never stand still because others aren’t.

We often become overwhelmed by the merging, acquiring, and rethinking that is going on constantly around us, the changes in processes, new alliances and the sudden emergence of a ‘new kid on the block’ who sees a weakness and rapidly fills that gap overnight.

Oh yes, and we still are not very good at being more innovative!

Lots more hotfixes or a more radical redesign?
These pressures compel us to focus on a host of ‘quick fixes’ but what we are failing to recognize is where all these changes fit within our long term plans.

Just finding the opportunity to take out precious ‘thinking’ time to synthesise and reorganize ourselves seems impossible, we are just getting caught up in the flotsam of life, just bobbing along. Continue reading “Are we all upside down?”

Risk aversion is just making us all feel ordinary

It really depresses me when you hear the remark “actually, in all honesty, we have no appetite for innovation, we are so risk-averse.”

Actually it is heard a fair amount if you ask about risk and innovation. This is often never stated in earshot of others within the same organization, it comes in a sudden burst of honesty, perhaps over drinks, and always outside their ‘normal’ working environment.

Sometimes you have a rare exception, especially if you have been called in to help, when someone has just been appointed into the position to simply “do something about innovation, we are dying as an organization”

We all need a meaning but we don’t like the risks associated with it

I was reading an excellent article by Teresa Amabile and Steven Kramer on “How leaders kill meaning at work” and they offer the insight about the lack of recognition that everyone within any organization requires as the single most important need,that is the feeling they are making progress in meaningful work.

Managers often undermine the meaningfulness of work to us as individuals; it is too often dismissed or not thought as relevant to the work at hand.

In the article they suggest four traps to avoid and one of them ‘Mediocrity signals’ triggered this blog.

The organization they used as the example within this trap drove new-product innovation into the ground as the top management was so focused on cost savings they no longer were a leader in innovation, they simply became followers.

One comment made by an employee was “mediocre work for a mediocre company”, yet it was not previously like that.

Risk aversion had become dominating and the organizations leadership was signalling “they were really more comfortable being ordinary”.

How do we arrive at this point of being just ordinary?
Continue reading “Risk aversion is just making us all feel ordinary”

Putting the “R” into Innovation to shed legacy

Shellfish poisoning, have you ever suffered from it? There is rule that when there is not a “R” in the month you should be more careful on eating clams, oysters, mussels or scallops. Today with more commercial harvesting that risk or rule has been greatly reduced.

I gather in the months of May, June, July and August- the northern hemospheres (usually) warmer months- there is higher potential where algal blooms and also in European climate, some shellfish are less palatable as oysters, for example, are spawning at this time. This raises the risk that can spread toxins and lead to a possible poisoning.

Now you might be wondering what this has got to do with innovation? Well, I’m off to Singapore for ten days in early May and I certainly will be ‘hitting’ the shellfish buffet but really innovation is top of my agenda for this visit and one thing that I will remind people about is to focus on the “R” in innovation.

What do I mean by focusing on the “R” in innovation? Continue reading “Putting the “R” into Innovation to shed legacy”

Innovation has layers that shear against each other.

“Slow constrains quick, slow controls quick”
There is so much built in tension, bias, barriers, mindsets, mental model conflicts, and all types of friction seemingly going on around us, you must sometimes think all our organizations can only be totally dysfunctional.

The Scream by Edvard Munch. — The Scream by Edvard Munch for Dysfunctional Organizations

Has anyone not come across some or all of these?

Dysfunctional leadership symptoms and those typical warning signs of dictatorial leadership, no feedback on performance, personal agendas, more ‘political’ compensation than ‘performance related ones, inefficient use of resources, empire-building practices, unequal workload distribution, too much management, fragmented organization efforts.

There is simply just too much talk, ineffective and incessant meetings, a lack of collaboration across departments, ‘selective’ low productivity when you are working way beyond the normal, feeling in a constant crisis mode, watching a morale deterioration take place before your eyes, the backstabbing, starving projects of essential resources and finally, working in highly stressful workplaces.

A pretty depressing list isn’t it? I’m sure you can think of a few more besides. Continue reading “Innovation has layers that shear against each other.”