I do believe the value of working the seven domains of this framework, named the Leadership Alignment Workmat has significant value within and across any organization. It brings innovation together, a unifying point for the activity and momentum of innovation to become central to the core of the business, in its future investment and value impact.
The Leadership Alignment Workmat provides a unique examination of the executive’s role in innovation, it offer a framework that the leadership of the organization can adopt to ensure linkages and synergies between strategy and innovation, innovation and capabilities, innovation and culture.
Often they lack the communicating medium to help clarify and shape the innovation story to tell, so as to provide the guidance necessary for achieving that essential engagement and encouragement they would like, to align organizational efforts required from innovation to the strategies envisioned.
Benefits of applying the Leadership Alignment Work Mat
From an investment in an executive work mat exercise you receive four significant benefits.
First, as an executive team you will create cohesion and a consistent innovation framework that reduces barriers or uncertainties for innovators.
Second, you demonstrate your engagement, which increases visibility and lowers risk, which encourages more and better ideas.
Third, you create work-flows and encourage innovation skills and capabilities which accelerate ideas through your internal processes that increase the opportunity to be more self-organized under this framework.
Fourth, you influence compensation, provide motivations and promote the cultural and climate to innovate which progressively reduces barriers and creates incentives for innovation to thrive.
These benefits add up to more speed, more agility, clearer flexibility resulting in new, relevant products and services that can increase organic growth and provide solutions that differentiate you.
We believe C.E.O’s and senior executives play a vital role in the success or failure of innovation. Unfortunately, those roles have often not been well-defined and sometimes they are rarely well executed. We call this the engagement- alignment gap. Only an engaged, committed senior executive can create the means for building a sustained innovation capability or disciplined approach through defining innovation’s role.
The Leadership Alignment Work Mat resolves the litmus test. It provides a compelling structured approach for senior executives to build, extend and sustain an innovation capability. Starting with the most strategic goals of your business, it links and aligns innovation to strategy; it explores the critical aspects of any senior innovation strategic framework. It addresses the critical aspects so as to provide a holistic approach to innovation, reducing uncertainty, reducing risk and increasing your chance to help your company innovate consistently.
The end outcome of this Leadership Alignment Work Mat approach provides the innovation leadership and guidance to your organization to ‘frame’ the innovation activity to your strategic goals. This allows you to articulate and communicate the alignment through the innovation work mat throughout the organization. It will provide the necessary understanding needed to perform the innovation tasks more effectively under this framework umbrella.
It offers the strategic ‘frame’ your innovation future requires, it forms the emerging common language and communication necessary across the organization, that provides guidance, inspiration and clarity to your innovation vision and goals.It allows innovation to ‘cascade’ throughout the organization to achieve that close alignment innovation requires with the strategy to achieve a meaningful and sustaining set of results.
Innovation is vital to the energy system’s integration and operation design, and we need to further recognize its crucial role. I believe we undertake a radical transformation in the way we supply, transform, and use energy. This requires a profound transformation in technologies, systems, and infrastructure.
Innovation is made up of many enabling technologies that support energy. This complexity requires innovative approaches to be built in highly systematic ways. Its ultimate result is to offer innovation that can continually look for re-imagining new market designs and business models to stimulate the changes and solutions for our future energy transformation.
Innovation needs to be transformational, offer greater value than what it is replacing, show the real advantage, set out to achieve competitive gains and offer a higher level of sustainability, value and impact.
We need an innovating mantra for energy.
Energy is a vital part of any country’s ability to be competitive. Today half the world’s capital is invested in energy and its related infrastructure as it is the backbone of any industrial and urbanization strategy.
Our need is to keep pushing for discoveries, for experimentation, for demonstrating. We must nurture innovation, and we must continuously look for ways to facilitate its pathway.
Our economic prosperity will be determined by transforming the energy sector, and it is through innovation we will achieve this. To avoid the predicted consequences of climate change, the global energy system must rapidly reduce its emissions.
The vast majority of global CO2 emissions come from the energy production sector, from our buildings or transportation systems. They all need a purposeful design of a new, cleaner energy system.
Innovation needs to be at the top of its game, to be accelerated and scaled.
The energy transition that the world is undertaking is one of the most critical areas where innovation needs to be at its absolute best, top of the game, to make the level of change necessary. We need to deploy every innovative tool to leverage ideas and discoveries and then accelerate the validation into a commercialization path sooner than later.
Innovation needs to get out of the laboratories, moved from theory to application, and off the desk of those executives who fail to see the urgency of change we need to achieve the energy transition.
Innovation has risk always associated with it, but that imperative to push the boundaries does need always to be constantly in our minds; global warming, pollution, and resource finite are our “burning platform.”
We need to ramp up our need for solutions to reduce greenhouse gases, redesign energy generation, transmission, and distribution and bring a balance back into our environments.
Pushing our present understanding, looking beyond the knowns.
Today the solutions are centred on decarbonization, applying digitalization, and switching to an energy system that is more decentralized than at present. It is finding imaginative, innovating solutions that become essential to achieve this climate change through the energy transition we are undertaking.
Each organization within the energy transition looks at its own position and applies any changes to advance its competitive position. Quite rightly, but in focusing on one specific perspective, you can lose the bigger opportunity.
We need to extend the reach of electricity; we need to focus on Hydrogen, validate carbon capture and storage (CCUS) as well as bioenergy and take them out of the lab, out of the realms of theory and validate the innovation concepts into scalable ones that deliver the gaps we have in our energy transition.
We must find innovative solutions to reduce local air pollution, strengthen energy security, and develop a more significant energy system that is resilient to minimize the shutdowns and power outs. We need to find solutions to reliable and sustainable energy solutions that deal with heating, lighting, cooking, and cooling. Any change needs to find a way to create local economic value and jobs, as others in any change of this magnitude will be displaced.
As we search for enabling technologies, we need to constantly facilitate the integration of renewable energy, accelerate storage, explore sector coupling, introduce new ways to operate within the electricity system, seek out new power generation, design the grids for increased flexibility and digitalize solutions to provide further services, tools and distributed generation deployment knowing how to diffuse innovation in these general five approaches becomes valuable.
We need to continue to de-carbonize challenging industry sectors like steel, pharmaceuticals, chemicals, or our transportation systems if we wish to achieve any positive outlook of curbing carbon emissions and moving onto a pathway towards a zero-carbon future.
Innovation and showing progression give market confidence and encouragement that the innovation story is designed to take decisions through this innovation adoption approach.
Everything we are looking at in energy solutions faces a scalability challenge.
It will be the ability to harness the existing with the new, and this is the role of innovation to deliver the changes by being the bridge and being the catalyst of change with new technology and innovative solutions.
Innovation adoption in the technology lifecycle for Energy Translation
Technological innovation has a central role to play in the Energy Transition currently being undertaken throughout the world. The shifts need to take the different parts of the energy system through a lifecycle approach to any future energy system.
The six critical focal points of the energy transition.
The six main thrusts for technological innovation within the Energy Systems for today’s energy transition are:
To accelerate the deployment of renewable energy technologies throughout the system.
There is a real need to find innovative solutions that focus on the end-user sectors of transport, industry, and buildings.
The technological and digital innovative solution needs to focus on the overall system design and the operation needs.
Innovation needs to increase electrification through emerging solutions on the grids’ digitalisation and provide grid-scale energy storage for resolving variable renewable power and building out further energy storage.
To push, nurture, and facilitate different energy sources to provide solutions to scale them up. These include solar power, geothermal, biopower, hydropower, onshore and offshore wind and finally tidal power.
Lastly, innovation needs to achieve an affordably decarbonize industrial transition.
Many new innovation solutions need to continually unlock the system’s flexibility.
Besides technological innovation, there is growing potential for redesigning operational systems through new services, tools, and distributed generation deployment. There are opportunities to find fresh market designs that have demand-response models central to then provide new, more tailored services and then the exciting potential of designing new business models that look to greater co-creation, more flexible power purchase agreements and bring the consumer into the system as contributors, aggregators and highly energy aware.
My focus is on innovating energy.
Innovation must be at the forefront of the energy change; otherwise, we will fail to deliver on the 2050 commitments and goals, and that will have consequences for our very existence as we know it.
Besides writing about innovation and energy on two dedicated blogs of innovating4energy.com anddigital4energy, I recently launched a complimentary website of innovating4energy.website, one that is laying out my business positioning and offerings to help in accelerating innovation within the energy system. That “open for business” sign.
I set out to offer the external perspective to those busy inside organizations focusing on mapping out the future of energy and where they fit to support, compliment, and provide different value points to this thinking and eventual work. I see this as more advisory to complement their insights, more feeding into and complimenting their expertise with different points of value.
** published simultaneously here and on myinnovating4energy.com site relating to “all things” in the Energy Transition.
Ecosystems and Platforms are our pathways to a new innovation future. Ecosystems have suddenly become of age, as they can be formed around common concepts fairly rapidly, they can enable cross-cutting innovation to be delivered in highly collaborative ways. They can, through shared platforms achieve a closer relationship with the customer, to understand their needs and experience through increased collaboration, and engagement.
Connecting and collaborating opportunities for business seem to be really powerful networks of value-adding effect, for finding new economic opportunity. This calls for some radical rethinking of the existing business and deciding the design of the future business. We are at a critical point of change. Business needs to explore the future is far more highly collaborative ways.
This calls for thinking through a different designed structure for the business and different skills needed. The shifting from the current state to the future designed state is no easy task. It requires a radical redesign of the organization, as it significantly increases complexity and where any digital transformation has to center upon as the critical enabler to enable this shift.
Constructing an innovation conversation framework is never easy, we all come at it in different ways and when it comes to those strategic conversations, we feel a sense of panic and growing tension as our messages begin to fray at the edges and slip more into tactical, the more we talk.
If you just diving into innovations, this sort of strategic conversation can change the goalposts, alter the perspective, and can give the innovation a more focused framing to build propositions around. It enables you to stand out as you are able to articulate the “bigger picture”
The framing of an innovation conversation framework
There is a real increasing pressure to totally reinvent my business. The past business paradigm of reaching out, providing value, and making money is still there. Still, it is how we all undergo the changes needed in a radically different set of economic circumstances.
We all are seeing the world in a very different light, in some ways a very harsh one, where the old normals are breaking down. The change in our world is even a little scary, it actually is giving me a little “angst.” I need to put some reorder into my world.
Firstly as many of you know, I have been investing my time in growing my understanding, expertise, and thinking over three “core” topics. My Innovation intent has been central to this for twenty years, but this has ‘funneled down’ into recognizing the value of ecosystems as the business design for innovation to thrive and deliver more significant value creation. In the past two-plus years, the whole Energy Transition has been my vehicle to apply my innovation learning and ecosystem thinking.
We must hold on to much of what we have, but we really will be forced to abandon so much of our accepted norm.
My search or questioning is not about abandoning what I have invested over these years, it is how can I redirect it. To shift its position to actively contribute in new ways, to adapt and adjust to the ‘new normal’ we all must seriously recognize is coming towards us.
Sadly he only had ten minutes. It would have been good to have this opening challenge expanded out so we can all recognize many of the areas that we are not doing enough in our need for the necessary energy transition.
Mr. Neike spoke of the battle we have in the energy and urbanization transformation, the need to accelerate the transition.
So his question sparked my thinking here that in my view, there are four parts to any Urban Transition.Continue reading →
Source: World Economic Forum, Future of Jobs Report 2018.
We all need to begin to grapple with what is redefining work in knowledge, skills, our experience, and our necessary abilities to be viable and useful
We continue to hear and begin to see the effects of the Fourth Industrial Revolution. It continues to impact skills, tasks, and jobs.
The implications are a growing concern that both job displacement and talent shortages will impact business dynamism and societal cohesion. It is the pervasive power of technology integration that will change the business models of all industries.
Yet we are recognizing it will also giving rise to a number of emerging jobs yet to be identified or formulized to be trained in. A proactive and strategic effort is needed but based on what? We need to manage reskilling and upskilling to mitigate against both job losses and talent shortages but prepared the future workforce to be more nimble, agile and fluid. Here is where innovators are going to be well-positioned.
Working within the innovation space will be one of the best launching pads for being more comfortable for the future of work. Let me explain why Continue reading →
We are on the brink of a transformation, a global one that connects us into information, knowledge, and insights in ever-powerful ways. thanks to the digital internet. We are also exploring the use of Artifical Intelligence (AI) more than ever.
BCG suggests that nine out of ten companies in their recent survey for the report “The Most Innovative Companies 2019” are investing in AI. BCG also suggests that 30% of those surveyed believe AI will have the greatest impact of any innovation area on their industry over the next three to five years.
We are also seeing the emergence of platforms and ecosystems radically changing how we collaborate and invent, design, solve issues from a changing shift in cooperation understanding. Platforms are fueling new business initiatives as they learn to engage across the whole value chain spectrum, from customer to delivering back the needs of that customer.
It is our technology being applied through new approaches that are galvanizing the new potential within innovation.
As we learn to orchestrate the underlying technologies, learn to build helpful applications, establish these software platforms this is beginning to become attractive as a new place for integrating, exchanging and collaborating. There is the talk of “the network effect” (Metcalfe’s Law) whereas more participants engage on platforms or in ecosystems and exchange, the more the value goes up and the community participating gets increasingly more out of the value of the “combined” thinking, data and insights. It has huge potential to generate new levels of innovation, ones that are more connected, more seamless and more what the customer wants.