Covering Innovation My Way

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 whole Continue reading

We are pushing away from the old innovating core

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

The New Game Or Is It? Asset Orchestration

asset-management-for-innovationIn 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.

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The role Human Resources can play in Innovation and its needed Design

HR No innovation designThe 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.

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Risk and Innovation frustrate me

Managing risk and innovation managementI 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.

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Anticipating disruption by preparing adaptive pathways to respond

Option pathways

disruptive innovation pathway options

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.

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Innovating: So What Is Possible?

Often we forget to frame what we want to really achieve in our innovation activity, instead we simply dive in and start innovating. I believe until we know what solutions we feel we need or the market wants, we will more often than not, end up disappointed in our innovation solutions. Simply generating ideas, for ideas sake, just does not cut it at all.

In recent years our innovation understanding and its management have significantly changed, due to numerous factors that have been happening. These have been advances in technology, methodology or design- thinking and we do need to stop and think about how we could do ‘things’ differently by asking “what is possible?” This should be asked not just on each occasion of an innovation concept design but within the total innovation system we are presently operating under.

Perhaps by asking three critical questions on “what is possible?”  we might produce better innovation answers (and solutions) than in simply not bothering to, at least, scope out the real possibilities, where we can miss so much.

The aim of asking is to reduce the constraints, free up resources, leverage the techniques available, and equally, push the boundaries of your thinking to want to generate “great” innovation, not just the mediocre, incremental stuff, so often produced and labelled “innovative” that we end up doing.

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