Category: Integrated Innovation Thinking

Critical aspects of the Collaborative Innovation Framework

This week a collaborative innovation framework venture has been launched by Jeffrey Phillips at http://www.innovateonpurpose.com and myself, Paul Hobcraft at http://www.agilityinnovation.com.

They have opened up a wiki for anyone to join with the intention of building on these frameworks. This is at http://cirf.pbworks.com.

This effort is seeking contributions, we want your engagement. It is deliberately open to be used, to be improved upon and to form a platform for standard thinking through for innovation providing it works under the creative commons license it has.

For far too long innovation has been left to chance. We are interested in explaining the many facets that make up a successful innovation endeavour but it can be extremely tough to capture and explain the complexity of innovation. Innovation is dynamic and throwing open this set of models allows for it to be constantly improved for all to benefit.

Four Critical Slides
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The thinking behind creating an open collaborative innovation framework

I often get very frustrated at the huge loss of energy by many organizations in piecing together a more robust innovation structure. Somehow they lose it. They forget to think it fully through, rush to build some of the component parts and then spend a lot of their time, backfilling or bridging the gaps they created in the first place.

I really would like to reduce this diffusion of spent energies, so these efforts are directed at the critical points of understanding within the innovation process, to drive through new initiatives in a sustaining way. If we can gain this depth of understanding by all, then there is a greater identification to the whole.

Also, we gain a better appreciation of the parts we are playing within the system to make a more positive contribution to growing your innovation activities in a clearer environment. It would improve innovation identification and outcome results.

So with this thinking behind us, Jeffrey Phillips at http://www.innovateonpurpose.com and my organization through http://www.agilityinnovation.com, we began to talk through and exchange ideas and concepts for building a collaborative innovation framework.

We wanted any end result to be open and freely shared with anyone.

We wanted others to build on these early attempts to move, if we can, to a better standard. We recognized whatever we produced needed adapting to meet different circumstances but was generic enough to be recognized.
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A beta version of a Collaborative Innovation Framework

Jeffrey Phillips of Ovo and Innovate on Purpose fame, based in the US and viewed on http://www.innovateonpurpose.com , and I have combined to share a view of an innovation framework that aims to reduce many of innovations mysteries.

We describe and prescribe to a set of innovation methods that we believe can greatly simplify the innovation process. Here we lay out the beta version of a collaborative innovation framework.

Jeffrey has commented on his blog http://bit.ly/eBGKS5, “We believe that framework can help reduce the mystery and develop a “standard” for innovation which enables more firms to innovate and accelerates the adoption of innovation.  This is not to say that the model we are developing will be a “cure-all” for every situation. 

Any firm starting an innovation effort will need to adopt the model, and then adapt it to its needs.  But by exposing the model and examining the different innovation “types” (business model innovation, open innovation, design-led innovation, service/experience innovation, etc) we can establish the validity of the approach and demonstrate that the model is a starting point for any kind of innovation effort.”

Over the next few days, we are unveiling the approach at InnovationManagement.se , with the article opening this discussion at:  http://bit.ly/ee8ID7 and also at InnovationTools.com coming out later in the week.
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Walking that narrow innovation pathway.

Walking that narrow innovation pathway needs some rethinking.

The narrow innovation pathway

“Innovation is the pathway to travel and seek out our future”

Today there is as much of a gap between the aspiration to innovate and the ability to deliver on this.

We still continue to ignore the constant suggestion that innovation should be systematic so the organization can provide some degree of reliability to innovate in a continuous fashion.

We often allow the concept of ‘holistic’ to simply float over us and ignore the intimate connection between strategic thinking, innovation and their alignment. It is still sad we seem not to go beyond a certain point in our innovation thinking, it continues along a narrow path of limited understanding. Will it ever change?

I appreciate the statement, I think made by John Kao: “Strategy is useless without innovation, innovation is directionless without strategy”. Innovation can be a strategy catalyst but is it still? I really do believe we need a new sense of the scale and scope of innovation; we do need to get a firmer grip on its complexities. Continue reading “Walking that narrow innovation pathway.”

The Antibodies Sitting in the Innovation Petri Dish

For many years I’ve been fascinated by these ‘Corporate Antibodies’ that we find in that classic management pathology that instinctively rejects and refuses to alter its ways, so as to protect itself, well innovation management is full of them.

The internal immune system somehow identifies and neutralizes often far too many foreign objects, ideas, concepts or solutions. In the medical world, the antibody is a protein produced to protect the body’s immune system when it detects harmful substances, called antigens.

Innovation to be successful has to immune itself from many ‘antibodies’.

Last week I was remind of this. I attended a good, insightful conference (www.eic2011.com)  on open innovation and new business creation, along with 200 practitioners from large mostly European organizations.

What struck me was the consistent reference to stopping the ‘culture’ of rejection; ‘killing off’ projects, the fear of not-invented here.

I often felt some of the speakers themselves were actually reinforcing this antibody culture, yet they were leading the charge for more open innovation, the very force to eliminate this.
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Going behind the outside-in of imagination at GE.

In the past few months, I have become interested in GE and how it is managing innovation. Often you read a number of negative reports on GE but is this just the big guy being picked upon by more nimble observers that have limited insight into what is going on behind the walls of GE?

What is under the innovation bonnet at GE?

There does seem an awful lot going on in GE around innovation on what we can observe from the outside looking in. Of course, you would expect this in an organization the size of GE employing 300,000 people across 100 countries and generating $150 billion dollars in revenue.

In Jeffrey Immelts (Chair and CEO) own words “the toughest years of my life were 2008 to 2009”.To drop 31 billion dollars in revenue in two years is tough to manage through, and to see net earnings drop by nearly $6 billion dollars in this period to where it is today, of $11.6 billion dollars, must have been very hard.
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Societal Innovation – challenging our future thinking

There needs to be this major shift from market-led to more societal led organizations occurring. We see pockets of this in a number of business organizations offering clearer governance and sustainability outlines as part of their annual reporting.

We need to push them a lot harder. We need to move away from business-only innovation into a society based.

The shifts taking place

Society has shifted, is shifting; the consumer is becoming the supplier of content, meaning, of their taste preferences, their emotions and the goods and services they will buy. Mass consumption, the model honed in the 20th century doesn’t work anymore.

Customers are actually saying “less choice, more say” and seeking deeper self-determination. This personalising of preference can seem more complex for organizations but there are many ways to manage this it requires real change in organizations, oriented to society more, serving them more.

The marketing thinking is in need of adaptation also.
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The power and promise within innovation: shifting up our gears

Are the rules around innovation changing? Are we spotting the changes in the drivers and current deterrents of innovation? What are the present-day perceptions around the innovation challenges?

GE released their first-of-its-kind “Global Innovation Barometer” at the end of January 2011. It is focusing on identifying the changing landscape for innovation in the 21st century. It suggests innovation will be a catalyst for improving multiple areas of citizens’ lives in the next ten years.

In many ways, it paints a very optimistic future for innovation. Innovation, the survey predicts, will create jobs, improve lives, address more human needs, find better ways to collaborate and learn, and simply create good in people’s lives with the promise of prosperity.

I wonder a little differently: “are we not placing too bigger a burden on innovations’ shoulders?”
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Accelerating the evolution of Innovation Management PLEASE!

Sometimes you become concerned, this is one of those moments. I’m getting concerned that we need to take some urgent action.

The Corporate Innovation Manager- is stuck in the middle.

Recently I was going through a report, a very helpful one, by link  http://bit.ly/gWqmO7 supplied by www.innovationmanagement.se on the Corporate Innovation Function- key findings and detailed results, commissioned by HEC Paris.

I was also reading  some views expressed by  Reinhard Büscher, Head of Innovation Policy at the European Commission, http://bit.ly/eB02ZR on the role of the innovation manager (IM).

Both paint a rather dismal picture of the position of the Innovation Manager within organizations- very fuzzy not yet well defined.
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Orchestrating the new dynamics of innovation fitness

In my work investigating different aspects of innovation activity, one thought tends to dominate my thinking and that is orchestrating the dynamics within innovation: “How do we achieve a better understanding of the dynamics of innovation within our capabilities to be more successful?”

I’ve already written in previous blogs about the need of “constantly checking for the pulse of innovation” ( http://bit.ly/c3G0Ta) and suggesting the way to “open up your thinking to dynamic capabilities for innovation success” (   http://bit.ly/bxTeYO).

I’d like to take this one step further in this blog and outline my thinking on innovative fitness landscapes and why they are essential to understand.

Each organization needs to know its Innovation Fitness Landscape- why?

There is a pressing need for a firm is to consistently build and reconfigure internal and external competencies and capabilities to address rapidly changing environments.

It is the mastering of this ability to achieve new, more innovative forms in rapid changing market conditions that will enable certain organizations to emerge as the winners of the innovation race.

This view requires a more ‘dynamic’ set of capabilities. Often the question becomes one of “which are the critical ones to focus upon to improve the chance of greater success?
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