There are multiple “stretching and straining points” that make the life of the innovator increasingly uncomfortable. These build into increasing frictions where the eventual performance of innovation seemingly disappoints the leadership of organizations. So why is that?
It is only when we can truly understand the constraints innovation works under, can we provide more robust solutions to reduced all these frictions and pain points that innovators are struggling with. There are many.
We often can’t seem to break down the rigidity win the organization’s system, to allow innovation to speed up, connect and deliver on its promise. Organizations continue to struggle with obtaining that higher level of agility and flexibility required for innovation speed of response and delivery.
The culture within organizations still is rather more closed-up into the silo mindset and not encouraged to be more open, engaging across functions in collaborating ways. We attempt co-creation to test ideas and try to deploy these but they come against institutional resistance to change. We continue to rely on emotional and gut decision-making and still have not fully embraced the data-driven cultures to make more informed decisions. All these constraints create that pressure to perform. So much around innovation is not optimal.
I set out to engage 100% in innovation work, it has been quite a journey of discovery, relating and then translating the parts into solutions. I still get overwhelmed by the sheer information overload or advice that seems to be offered.
Just trying to stay your own course is tough enough but with all the diversity of views, it must be even more overwhelming for others, those who are asked to take on a role within innovation. Where and who do you turn too must be a real dilemma?
In recent years I have found I need to diversify away from one given ‘voice’ on innovation and channel this out into specialized and more focused areas of innovation activity. At present, I have SIX channels open on innovation advice or advisory service that has made my life partly more complicated but more importantly, able to separate my thinking into these parts, as they deserve a ‘deeper’ dive and/or broader exposure.
I thought I’d outline the six here in this post as the sum of the parts that contributes to the wholeContinue reading →
I continue to investigate and explore as much of the thought leadership on innovation as I can, it continually points to a change in how we approach innovation. Delivering this changing message becomes simply a cause in itself as so many are failing to recognize it as radically different from their past innovation management.
I have written about the new innovation era in 2017 made up of higher levels of needed collaboration, where platforms, ecosystems and customer experience understanding become increasingly central.
I felt I needed to provide a more dedicated perspective on these in a collaboration with my established sparing partner Jeffrey Phillips over at Ovo Innovation in our website of Ecosystems4innovators.
We do stand at the cusp of a new innovation era but where do you stand?
We need to push well beyond our existing core of (existing) innovation understanding, we actually need a new innovation institutional design that recognizes the “core” lies at the edges of discovery. Continue reading →
In a recent post over on a dedicated website for discussing ecosystems and platforms, I was discussing the differences between Amazon and Alibaba. I quote “I’d say Amazon are “asset heavy” whereas Alibaba remains “asset light”.
They might be operating at the two ends of the current internet trading spectrum and are coming from different market maturity positions but it is the asset management that is becoming critical for delivering the profit or dragging performance.
Now Amazon is far from “asset heavy” when you compare them to the Industrial companies like GE but asset orchestration is seemingly getting far greater management time for all companies it seems. The lighter you are, the more likely you are to be more flexible and adaptive to respond to more disruptive challenges being faced by industries that are undergoing the shift to being more “digitally enabled”. Alibaba is very much a good asset orchestrator.
The management of human resource (HRM) needs to be replaced with the management of human creativity and ingenuity, as this is the triggering point to innovation success and delivering longer-term sustaining success.
The critical role of innovation is without question needed for the future growth, wealth creation and organisations potential survival.
Who is to drive the human change required here within our business organisations?
I believe within our human resource groups they must provide the people solution to building innovation capacity, they should contribute to providing lasting design impact and central engagement role in building innovation into the core fabric of the organisation. They become central to helping deliver, distinctive, radical, even game-changing innovation and that needs clear, distinct capabilities, capacities and competencies to be design into and innovation management system.
I have been really struggling in the past few weeks. Partly a niggling health issue finally got resolved with a ‘delightful’ week in hospital, a couple of operations later, with a reasonably speedy recovery now thankfully under way.
The plan of course was for me to really use this confinement period as one of those opportunities to catch up on an awful lot of reading around innovation, planning out some areas to focus upon in the coming months and year ahead.
My logic was at the time, well this is similar to a long train journey or flight, you use this time and climb into a number of areas that have been quietly ‘festering’ away in the back of my mind, sitting on on my desk or tucked away in my computer.
Option pathways are those viable alternatives available when you are suddenly confronted with the need to change. By being proactive, anticipating and structuring the options ahead you can be more prepared for disruption, you can respond with more thoughtful reactions. Have you ever considered option pathways?
Having available options so you can react to sudden changes, as more sketched out scenario’s that are representing possible variables, the better prepared you might be to respond thoughtfully.
Preparation for blunting or neutralizing possible attacks, vulnerabilities and changing business conditions is more than helpful, because you have made some investments in different possible options and far more ready to respond in thoughtful ways and not simply in those knee-jerk reactions, simply needing to respond. Considered response, with significant parts already thought through can safe significantly on ill-considered ones.