Building Innovation Capability | Paul4innovating Innovation Views

Innovation from a buzzword to the imperative

I keep coming back to the leadership of innovation; we need to move it from the peripheral to a more central one. This is not so much in a leader’s desire and need for innovation, which always seems well stated, but in their ability to lead it, to have it not just in their mind but in their real follow-through, in action and attitude, in their deepening engagement and involvement to it.

“Leadership for innovation can’t simply be delegated”, so tell me how many times have you heard that one? Yet it always seems to be pushed down the organization when you look a little closer.

Running a day-to-day business, reacting to the events, achieving the performance to maintain the momentum, planning the future is demanding but innovation is absolutely central to sustaining and securing the future but does it really get enough of the CEO’s time? I think it should figure more in their time but how can this be achieved?

I certainly don’t envy global leaders in trying to balance all that is crowding in on them, that is making up their daily, weekly and monthly agenda’s.

Something always has to give and innovation is one of those malleable parts whereas other more pressing ‘demands’ are more real, tangible and definitive and innovation gets constantly squeezed out at the top.

Regretfully for many it does seem innovation ends up as important but not urgent for them to focus upon.

The management of innovation is the management of attention. Continue reading “Innovation from a buzzword to the imperative”

Renaissance comes from combining art and science for innovation

“The art of innovation needs to be broken out of the science that needs to be applied”.

I wrote this in my last article and I thought some might ask “what the heck does he mean by that?” So I owe an explanation, perhaps partly to myself as well.

I’ve often heard and read that innovation is either an ‘art’ or a ‘science’ but we do seem it always struggle to combine them. Why is that?

I finished that particular article (bit.ly/NlrOpV ) with this:
“The art of innovation needs to be broken out of the science that needs to be applied, and then knowing its entire component parts then recombined in sustaining, thoughtful ways. We do need to harness the energy of innovation and we are not yet fully achieving that”.

Let’s begin at the beginning when art and science were one Continue reading “Renaissance comes from combining art and science for innovation”

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”

A new raison d’être for HRM through innovation engagement

It is widely recognized that Innovation is in need of a significant transformation on how it is designed, developed and executed in most organizations. Traditional approaches to managing this simply need ripping up and redesigning to allow innovation to become more the central core.

In most organizations the Human Resource Management (HRM) function seems to have been far too often side-lined on shaping and influencing how innovation should be designed as a critical part of the future for the company. Many of the existing traditional HRM solutions might actually be in conflict and working against innovation actually.

If we look at the broad areas that HRM has to cover and master in organizational development today, it can, perhaps, leave little time for adding in innovation into this array of demands.

You can understand that HRM has little time to master a ‘decent’ understanding of what makes up innovation, when they are grappling with so much already but they should.

It might simplify or promote a rationalizing of some of the existing practices built up over considerable time as the expedient option but this is still creating a ‘lagging’ set of effects and not offering the ‘leading’ ones that innovation demands. Continue reading “A new raison d’être for HRM through innovation engagement”

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?”

Self-inflicted wounds on innovation

Many organizations have made Stage-Gate or a mutation of it, their ‘go-to’ innovation process that all innovating concepts and ideas must ‘somehow’ pass through. We are often giving self-inflicted wounds caused by jumping hurdles and closed gate around managing the innovation process,

Squeezing all types of innovation through this, for whatever people claim is a linear process, is simply wrong.

You can simply say: “we destroyed much to get sometimes so little out as the final outcome, when initially it was seen to be so promising.”

The difficulty is that we are still struggling to find a real alternative, although there have been some recent noteworthy attempts, firstly by Jose A Briones and his Spiro-Level 3D approach and then by Paul R Williams, of the American Institute for Innovation Excellence, to move the discussions beyond the Stage-Gate process from this linear into more spiral concepts and beyond.

There has been an awful lot written on Stage-Gate, some people attacking it and suggesting it “guarantees mediocrity for your business”.

Clayton Christensen has suggested “the Stage-gate system is not suited to the task of assessing innovation whose purpose is to build new growth businesses, but most companies continue to follow it simply because they see no alternative”

Stage-Gate has certainly earned its place for product management. Continue reading “Self-inflicted wounds on innovation”

An Ideal Innovation Client Engagement Process

Some years back I came across a visual suggestion of what a client engagement should entail. I had been for years ‘casting around’ looking for something that gives the process a good structure and clarity.

So I reworked it for my ‘ideal’ way to approach the client engagement process needed for my innovation work and made it into this visual.

Take a look below as my preferred way to approach innovation in any engagement.
The critical discovery phase I regard as vital

For me, the more you invest in the pre-contribution, the discovery phase, the higher likelihood of better results that meets both the ‘known’ and ‘unseen’ innovation issues.

The problem or dilemma we all have engaging with clients is that ‘until the clock is running’ and we have a signed commitment, these investments in scoping are often (perhaps always) understated by the client, misunderstood by the advisor and no fees or solutions have been generated. Continue reading “An Ideal Innovation Client Engagement Process”

A call for a more open collaborative innovation consulting framework

We are coming up to nearly 10 years since Dr Henry Chesbrough wrote his first book on open innovation as the necessary business imperative. There has certainly been considerable progress in many business organizations to embrace this open collaborative principle.

“Open innovation is a paradigm that assumes that firms can and should use external ideas as well as their own internal ideas, and explore both internal and external paths to market. Firms need to look to advance their technology, resources, their knowledge and understanding through innovating with partners by sharing risk and sharing reward”.

Isn’t it strange that the very consultants expounding ‘open’ for innovation are as closed as ever? Why is this?

I would argue that the consulting industry specializing in providing innovation services is its own worst enemy today, by not being more open themselves. It is actually failing to recognize that this is inhibiting their own long-term prospects.

Nearly all within the innovation consulting industry seem to be resolutely staying very internally driven, self-promoting, still trying to convey the story of their mastery, when clearly this is so painfully lacking from the results in growth by many of their clients from their existing innovation activities.

Due to this lack of openness, they are failing their clients by not offering them leading and emerging practice advice. Yet the client is increasingly requiring more complete or holistic solutions, not from a ‘piecemeal of innovation offerings’ they are presently receiving.

These separate pieces currently being offered by one group of consultants often don’t dovetail into a complete innovation system because they are supplemented by a variety of different service providers, all having their own ‘pet’ approaches, methodologies, techniques and tools. Continue reading “A call for a more open collaborative innovation consulting framework”

Striking the balance for exploitation across different innovation horizons

Nobody said innovation was easy and I was reminded of that recently. Innovation can certainly be, without doubt, fairly complicated in larger organizations.

What must not be forgotten is that we must manage the innovation activities across all the three horizons of innovation and that adds even more complexity.

What is ensured from this complexity is that you can expect innovation does get very entangled in balancing out the resources that are available and needed, to handle all the conflicting, competing demands placed within the innovation system.

For the innovation teams involved in the multiple tasks, getting this balance right and also trying to justify further support to keep all the activities progressing on time, is tough.

We need to exploit and we need to explore and those often require different mindsets or structures.

Each of the innovation horizons can demand different management’s attention for allocation, response and focus.

Horizon one represents the company’s core businesses today, horizon two includes the rising stars of the company that will, over time, become new core businesses, whereas horizon three consists of nascent business ideas and opportunities that could be future growth engines.

This link takes you to a series of discussions on the three horizons http://tinyurl.com/d97bkhh for a deeper explanation.

Dual needs are often conflicting Continue reading “Striking the balance for exploitation across different innovation horizons”

The Case for Re-engineering Your Innovation Process (part one)

Real innovation is slowly grinding to a halt in many organizations. If the top leadership are not totally engaged in driving innovation it struggles, it grows in complexity; it gets bogged down in the internal politics of self-preservation and delivers only a ‘watered down’ end result, seen far too often to be a lasting sustaining solution, which it is plainly not.

When are we going to recognize that innovation, as we have it organized within many organizations today, is failing to deliver on its promise of providing the growth expected and so often talked about by the CEO?

Larger organizations, let’s face it, are so caught up in the incremental trap. Risk mitigation rules at every level of the management of innovation, as it ‘churns’ slowly through the complex innovation process, built up over the years.

If an organization is totally happy with spending all its knowledge and internal resource on providing incremental products to its customers and gets away with it, then fair enough but does it have to be so? Continue reading “The Case for Re-engineering Your Innovation Process (part one)”