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The implementation of the Composable Innovation Enterprise Framework.

Planing out the Composable Innovation Enterprise framework, unlocking its power

How difficult would it be to embrace this Composable Innovation Enterprise Framework, as it is often argued that most people want to keep innovation management and its process simple? I wonder if that is the current incumbents, be these current innovation management software providers or individuals inside the organizations resisting change, as it brings significant uncertainty of change and disruption to the (inadequate) process, one that I feel is not fit for today’s and tomorrow’s innovation purpose.

So how to set about making this change and who should be involved as it is a more radical design of a holistic nature is what I am outlining in this post and the next one focuses more on the project organization needed.

Organizations in today’s business environment need to adapt rapidly and dynamically, the need to bring the innovation management process into a constant technological advancement, and more designed by their own specific needs and not “offered” as a rigid set of solutions. We need to embrace a significant change in the way we “set about” innovation.

It needs increased agility and looks to have innovation consistently redesigned to meet different challenges and needs. It needs a better set of flexible design elements and system thinking to gain from reuse and redesign rapidly. I like the term I saw the other day “systems of gravity” to get tasks completed faster than what is being offered today in innovating software solutions.

The need is to set about building a compelling business case to make the move to embrace this (radical) design change and its potential value in returns and flexibility. I want to begin to sketch out the pathway of change this might need. It will be hard work, but doing this in stages gives growing understanding and value, and I believe ultimately rewarding.

We cannot afford not to avoid changing our innovation processes as we deal with a far more complex and challenging world. We seem to be keeping innovation as a disappointing and often frustrating outcome for many leaders of organizations today, innovation needs to be top of mind and better equipped to deliver.

The Potential Returns of the Composable Innovation Enterprise Framework

Unlocking potential returns from the Composable Innovation enterprise Framework

I proposed a new Framework for managing innovation this week, called the Final Perspective: A Composable Innovation Enterprise Framework. This is approaching innovation and its management in more of a holistic, technology-enabled way based on the use of a cloud-enabled Platform and Ecosystem thinking and design.

The thrust of the framework is “Organizations can create a more comprehensive and effective innovation ecosystem by utilizing building blocks as components of the innovation stack, guiding platform development using the innovation stack, and supporting the innovation stack with a platform. Equally, components are oriented towards learning, knowledge, creativity, design, and testing—essential tasks in the innovation process“.

I am suggesting a vertical and horizontal design applying innovation stack and building block approaches, which may be new concepts for many. Still, they do have value in enabling a more dynamic environment for innovation to connect to the potential it so often promises but fails to deliver upon.

Much stands in the way of taking an idea or concept and getting it to a successful launch, recognition, and, most importantly, adoption. Innovation management and its process need changing, seriously updating with more of an enterprise framework. I am proposing one.

I wrote a post “Building Up to the Composable Innovation Enterprise Framework Validation“, providing the investigations and subsequent posts I provided to build the argument towards this solution. They are concise synopsises to get this base for my thinking and understanding of why innovation processes and their management need to change.

Building Up to the Composable Innovation Enterprise Framework Validation

Introducing the Compüosable Innovation Enterprise Validation

On Monday 12th June 2023 I made a proposal that innovation is in need of a radical redesign. The post was my “The Final Perspective: A Composable Innovation Enterprise Framework“. This recommendation had been built out over the past three months toward this final conclusion.

Here I want to summarize the posts that were part of this build-up, that build the compelling business case for the need to change our thinking about innovation.

I looked at the present limitations of existing innovation software, emphasizing the value and contribution that having more of an innovation ecosystem thinking and design and then introducing different more technology-related concepts such as building blocks, innovation stacks, and key component relationships built on a platform approach were highlighted and explained in these posts.

The “final perspective” post proposed the Composable Innovation Enterprise Framework as a comprehensive approach to addressing today and the future complexities of innovation management.

Identifying Key Component Relationships of Innovation Stacks and Building Blocks.

New Innovation Thinking using components, building blocks and innovation stacks on a teechnology platform

Introduction: Mapping out the relationships within an innovation management system is a challenging task. It requires understanding how individuals, data, and communications connect to contribute to innovation at every stage, from discovery to execution.

Regretfully today, many innovation management solutions, especially software solutions, have not successfully addressed this relationship problem across the full innovation management process.

In this post, I continue to explore the key components and relationships of innovation stacks and building blocks moving towards a solution that might address our current weaknesses in innovation management.

Deepening the Thinking Around the Innovation Mandate – part two

Building out the clarity of any robust innovations mandate needs a depth of thinking

Following on from my first post “Constructing the Innovation Mandate” we should look further into aspects of the innovation mandate that need considering and clarification

Any innovation mandate needs to consider what is meant by the following and provide explanations:

Corporate Objectives: The innovation mandate should clearly align with the organization’s corporate objectives and business strategy. It should articulate how innovation will contribute to achieving these objectives, and what specific goals and metrics will be used to measure the success of the innovation program.

Value Goals: Innovation should create value for the organization in various forms, including revenue growth, cost savings, improved customer satisfaction, and enhanced brand reputation. The innovation mandate should clearly define the value goals for the innovation program and how they will be measured and tracked over time.

Innovation Policy: An innovation policy provides guidance and direction for the innovation program, defining the types of innovation that will be pursued, how innovation projects will be prioritized, and how intellectual property will be managed. The innovation mandate should articulate the organization’s innovation policy and how it will be implemented.

License to Operate: License to operate refers to the organization’s social and environmental responsibilities and obligations. An innovation mandate should consider how innovation can help the organization fulfil these responsibilities and enhance its reputation as a responsible corporate citizen.

Constructing the innovation mandate

So often innovation struggles to be recognized for what it is. Innovation is a critical source of future competitive advantage. It is our ability to consistently capture, build and develop new ideas within organizations or in open collaborations with others that have a direct effect on revenue growth and the ability to provide future sustainability. So why is it not more central within an organization’s core?

This is part one of a two-part post around the construction of an innovation mandate.

We need to understand successful innovation actually touches all aspects of a business, by contributing to improving business processes, identifying new, often imaginative, ways to reduce costs, building out existing business models into new directions and value and discovering new ways and positioning into markets. To get to a consistent performance of innovation and creativity within organizations you do need to rely on a process, structure and the consistent ability to foster a culture of innovation.

The innovation mandate is often overlooked or undervalued.

We require a more dynamic view of Innovation understanding.

So why is finding the right skills and competencies for innovation a real challenge but so essential?

How do we know the critical skills, competencies and capabilities for innovation? Also, what are the additional dependencies for sustaining innovation capabilities that are becoming vital to understand so an organization can place the appropriate resources behind them, build upon a sustainable future and leverage these innovation dynamics?

We often miss or fail to ask which skills or attributes are critical to providing a more significant impact for a successful innovation solution. What naturally occurs can be only having access to a fundamental building block, like a dedicated innovation team. This will often stay limited in outcomes as it may lack the necessary skills, understanding, or capabilities to tackle complex challenges. The result will provide a limited impact on finding the best solutions to these complex challenges and problems we often need to tackle.

We stifle and lose the real potential by not having the correct dynamics of innovation on offer. Recognizing the skills, competencies, capabilities, and capacity needed does constantly differ by the problem tackled. We must identify what is needed and the gaps to be plugged through a comprehensive fitness framework that can be applied constantly.

Completing transitions through innovation, ecosystems and sustainable approaches

*Completing transitions through innovation, ecosystems and sustainability thinking*

Today, our innovation activity needs to transition through collaborating and co-creating, applying ecosystem thinking and platform designs for business. We increasingly recognize the future value and impact for businesses to grow, is through combining innovation, and external collaborations, and ensuring solutions are more sustainable.

We need to have a new open architecture for undergoing this transformation that is scalable and built, combining technology and tools, for speed and effectiveness.

Making Sustainability central to innovation capability building requires a new ecosystem-designed way that connects the parts.

Let me tell you my story of what I believe; it continues to evolve

Today’s challenge is to build the capacity, competencies and capabilities to be different, more resilient and resourceful. These need to be built upon a deep appreciation of what innovation can provide; the stimulus for creative solutions that have sustained lasting growth.

Where will Innovation Management Software go?

This morning I decided to have an exchange on ChatGPT on the future of Innovation Management Software, I asked a number of questions in a short series and can well-relate to the answers provided incredibly quickly.

What do you think?

Do they make sense and are the suggestions a competitive threat or a trend towards a future that needs fully embracing before others do?

chat.openai.com/chat

Helping discover your innovation pathway

*You need to discover your innovation pathway*.

I started posting my thoughts on innovation in August 2010. I have written on this site alone, www.paul4innovating.com, by just coming up to a milestone of 700 posts focusing on innovation thoughts and opinions, so I just wanted to pause and think about all the different places I have tried to get the innovation message(s) out.

I always find the post-New Year to be a reflective part of the year of reviewing, deciding, and then setting new goals. This is a post about the sources of my knowledge that feeds my innovation passion.

Let me start. I often wonder whether the posts and articles I’ve written have been hitting the right buttons, helping solve the needs of those involved in innovation; I hope so. I have pushed out and explored various aspects, learning myself as I go. I have followed a number of great innovation thinkers and read different books on the areas of innovation.

It amazes me. How much is talked about, advice offered and sometimes that deep down nagging feeling, innovation understanding does not really change; it is the people managing it as they often seem to be simply passing through this innovation period onto other things or vanishing in pursuit of different career interests.

Category: Improve Collaboration & Communication