How often do you feel the tensions surrounding innovation? A tough part of managing within larger organizations is in reducing the layers and competing forces, the underlying tensions that innovation (uncertainty) brings out?
Hierarchy so often dominates or dictates the speed of what we do. That is so often set in weird logic and a shrug of the shoulders.
Confronted by the need for gathering facts, innovation often struggles as much of this takes significant time and is often outside the organization’s present understanding.
It is in the pursuit of logic, and often this lacks real (hardened) facts that hold innovation back, as it runs on a very different ‘timeline’ too much of our everyday organization processes or approaches.
In this post, I aim to tackle the question of “Reducing the tension in the layers or structures for innovation.” It follows on from a recent post I wrote on “peeling away the layers of your innovation reality.”
This is a more extended read than usual, about eight to ten minutes, so be ready for that, please.
Often we forget to reinforce the very design within our organizational structures, we leave role structures incomplete and uncertain, or we always seem to be changing them, before they have had any real chance to ‘form and storm.’
The constant re-organization is ‘killing’ the organization to form any rhythm. Innovation is often in that uncomfortable territory of ‘not knowing,’ it cuts across established structures, and so many time challenges the “status quo.” I often suggest that “innovation is a very uncomfortable bedfellow to have around. It does need separation, or it will never perform at its ‘very best.’
Let’s take a look at some of the consequences of these tensions.