Category: innovation execution delivery

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

There are a host of reasons ‘renewal’ might be needed to be explored as part of a more radical redesign of your innovation system.

Today, when markets are especially tough, looking long and hard at what you have and jettisoning what you don’t need becomes essential to reposition yourself as leaner and more flexible, far more agile.

Looking to be capable in incremental innovation is simply not enough, we need to be at the same time achieving more distinctive and breakthrough innovation.

This is the higher demand point that is expected from the innovation system within organizations,  and regretfully this is not happening as much as it should.

There are many pressing needs why organizations have to ‘shape up’ and make some adjustments to their innovation activities.

One of these is simply don’t ignore the need for looking to explore a re-engineering of the innovation process. It can really make a lasting difference to the fortunes of the organization.

Herein this second part of the case for re-engineering are some thoughts to offer and support this call for a more in-depth look at redesigning your innovation process. Continue reading “The Case for Re-engineering Your Innovation Process (part two)”

Hacking away in the undergrowth, moving towards innovation

So you have your trusty machete, sharp, well-balanced and honed to cut through all the undergrowth that presently ‘pins you in’ and move towards the innovation land.

You plan to beat a path to the promised land where you have heard it is full of milk and honey from the occasional traveller that was passing through and telling you wonderful stories.

So you begin: you chop, you clear, your slash and you burn. At the end of the day you feel proud of what you have cleared, you put your machete away for another day. Tomorrow you will again attack the undergrowth that holds you back from innovation, the promised land.

Sadly when you awake in the morning, you wake up with an aching back, tired muscles and a realization that for all your hard work, you seem to have made such little progress.

You look around and you feel a little inadequate with all that hard work you had thought you had put in, yet it seems so little in achievement.

You certainly spent a lot of energy but seemingly for such a little return or so it seems, one little cleared patch still in the same forest you have lived in for years.

You face a critical decision.

Do I go on, with yet another day, upon seemingly day of equally hard work, of back-breaking endeavour in the belief that this ‘promised land’ is going to be worth all this effort, or do I return to the present existence that has got me to this point so far? Continue reading “Hacking away in the undergrowth, moving towards innovation”

The essential innovation vision

In a recent leadership study on innovation by Capgemini Consulting, one of the study’s top-line concerns was the lack of a well-articulated innovation strategy, and then beyond this, a lack of organizational understanding of the linkages required.

It is amazing how many organizations lack a clear innovation vision and an explicit set of statements from the Chief Executive or their designated C-Level Officer on innovation.

One great visual paints a thousand words
This visual I came across some years back, and for me, it is outstanding in providing the feedback loops that go into developing the right innovation vision.

To get to a definitive endpoint of having an innovation vision you are faced with some complex challenges. These are well shown here. Continue reading “The essential innovation vision”

Twenty critical questions on innovation to be resolved for succeeding

Some time back I compiled a list of those critical areas that I felt need addressing for innovation to have a chance of success. Going through them again today and in light of different insights picked up on the way, I added more of a descriptor to each.

I certainly think these reflect the struggles within innovation that need working upon constantly, so it has a better chance to succeed.

This revised thinking I feel has upgraded my own focal points as areas I will be exploring even further in my work in the period ahead.

What do you think? Do you think the list is missing something? Continue reading “Twenty critical questions on innovation to be resolved for succeeding”

A No Better Moment

When you have some sun on your back after a long period of those winter months, you just always begin to feel life is so much better going forward.

Life seems to reawaken within. I often wish we could capture the ‘sense’ of spring and what it promises to bring from this change of season. Those of us who witness the change of seasons are so lucky.

I’ve also been reminded recently about the phrase offered by a number of leaders to explain a positive encouraging shift after a tough time, it goes like this: “we do see some green shoots that are offering some early signs of growth and recovery.”

Spring captures that growth moment. It is often talking to us of renewal. Innovation needs that capturing opportunity as well.

Freezing the moment to listen Continue reading “A No Better Moment”

Innovation Empowerment Is So Elusive

Looking across a sea of faces you feel that certain resigned feeling, that lack of empowerment, you press on, encouraged by the movement, not within the eyes but the clock. Is that the only thing ticking? You shudder.

How many times have you felt that ‘wave’ of oppression when one colleague looks nervously at his boss just sitting across from him in the same workshop or conference, hoping to gain some new, fresh glimmer of hope?

None comes, just a stony, empty blank face staring straight back.

It is really sad but with all that is written about innovation, discussed, offered as leading, best or emergent practice, the majority still simply don’t get it and if they do, they often are forced to keep quiet about it. It can be depressing to witness.

Often you get that feeling the different (and latest) innovation message simply rolls over, a little like the mist rolling in off the sea on a foggy wet day, slowly clawing itself up over a wet rock to suddenly stop and hang there, waiting for something to change.

Will getting it changed for the many or does this resigned feeling wait upon the boss suddenly waking up and getting innovation, so it all suddenly changes and the innovative sunshine comes out. Empowerment needs enactment

Why is it so? Continue reading “Innovation Empowerment Is So Elusive”

Crossing on a red light at the innovation intersection is really dangerous

How often have we left it too late, we are suddenly under pressure. We need to get to that critical meeting and we take risks, or we simply just left it too late, so we ‘run the red light’.

If we get to this point we are not just the ones in danger but we more than often involve others in this stupidity, with potentially serious consequences for all involved.

Care on intersections

Organizations so often leave their own futures to the last minute by failing to recognize or acknowledge they are running out of time, the situation they have been so use too for such a long time has suddenly changed.

Well, for the vast majority, there was nothing “sudden” about it, they simply left it too late, ignoring all the warning signs and they decided to cross that “red light” as a last-minute panic to catch up and be back in charge of their innovation destiny.

Often all organizations want to do is get back in control, revert to being comfortable, managing “as usual” but in the process have missed so much innovation opportunity in these panic moments because they did not plan for it. T

hey just had a simple failure in not anticipating and thinking ahead, they “ran the amber”, not being alert to their surroundings and wanting to learn so as to adapt to changing conditions.

Not being open and receptive to reacting and exploring, in different more flexible ways, they simply have no time to manage changing events, they are suddenly out of their comfort zone.

They spin out of control and lose all traction.

Anticipation is something that always needs us being in “heighten awareness” Continue reading “Crossing on a red light at the innovation intersection is really dangerous”

Critical intervention points of innovation peer-to-peer engagement

I’ve been reading a fair amount recently about the “lack” of innovation leadership within organizations. Where there is smoke there has to be fire I suspect, but does it need to be so?

Internal leadership of innovation suffers from exactly the same critical problem that the people working on innovation suffer from, of a lack of time and opportunity to study alternatives, as all are caught up in ‘driving’ their innovation through their internal system.

This “alternative voice” is often missing and this can so easily come through external advocacy. This is unlikely to come from the innovation consultant brought in to undertake ongoing work as that is very different, this is more critical, more specialized, even strategical supporting role, involving peer-to-peer engagement.

This peer-to-peer helps  explore those critical issues relevant to you and where your organization is. Its aim is to offer a different perspective, so as to alter opinions or build new insights, that often cannot be evaluated without considerable deflection from the daily managing innovation that is taking place in often complex and challenging situations.

Yet alternatives need to be considered so knowledge can evolve. Continue reading “Critical intervention points of innovation peer-to-peer engagement”

The Innovating Era: Creative Destruction or Destructive Creation?

Creative Destruction
We have been entering some perilous times recently and I can’t imagine when Joseph Schumpeter outlined his groundbreaking efforts for explaining “creative destruction” he or anyone else, could imagine this being flipped around to what we are facing more today, in a more innovative era, that of “destructive creation”.

Schumpeter saw “creative destruction” as the renewing, through new innovation, society’s dynamics that would lead to higher levels of economic development and welfare.

At the same time recognizing that this destroyed a few of the incumbents to the benefit of many more newcomers and increasing value creation for broader society.

Today it seems we are caught in the reverse of this- the process of “destructive creation”- where it benefits a few rather than the many. This sets out often to destroy or greatly diminish the usage value of existing products and services before it is optimal to actually do so, and in the process incurring often significant costs not taken into account at the time.

These unforeseen issues have consequences that negatively affect parts of society not foreseen or contemplated at the time. Continue reading “The Innovating Era: Creative Destruction or Destructive Creation?”

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 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.”