Category: Shifting dynamics in innovation

Tacit Knowledge- Rich in its Innovation Implications.

Imagine if we could understood tacit knowledge better—what it was, how we can set about to capture it and organise it effectively, once acquired how it can be built upon even further.

How can we learn to recognize it more actively as as essential part of our lives, when to trust it, how to teach it to others, how to share what it has offered to us, as individuals, to others.

Then imagine what it could provide us for this knowledge to be leveraged within any broader community use, so it is knowingly valued by others as something they can gain from, not as we often do, simply reject it as not within ‘our’ experience.

That could be pretty valuable. It could give us a deeper understanding and empower us to function better in many sorts of situations. Then surely we must search for understanding this more and what it means, as in this case, for relating it to innovation.

Let’s start off by stating tacit knowledge is inherently inefficient, so is good innovation; it is messy, often unstructured. Why do we continue to not give this TK sufficient ‘head space’ in our thinking? I

s this because it is not tangible, that softer aspect that we reject as we don’t have time for it or simply we don’t ‘trust’ it like those ‘hard’ quantifiable measuring points? Continue reading “Tacit Knowledge- Rich in its Innovation Implications.”

A quick innovation translation

Often you can be asked or placed in a position where you have to assess quickly the innovation capability of an organization, a unit or a team, working on an innovative concept to deliver in changing market or organizational circumstances and can they?

There are many ways to do this but when someone says “look, (and takes a long breath) it has to be really quick as we need to make some fairly swift decisions to meet some deadlines” then you can’t go and propose a three-month study, or to construct an extensive questionnaire.

Sometimes a real urgency needs some sharpening down within your focus.
You certainly need to be careful in accepting these assignments and ensure you set out some caveats and qualifications before you accept them.

  • Caveat lector, “let the reader beware”
  • Caveat emptor, “let the buyer beware”
  • Caveat venditor, “let the seller beware”

Six honest men are often simply not enough. Continue reading “A quick innovation translation”

Recognition of a better soft skill taxonomy for innovation

In our present uncertain environment, it is becoming increasingly important to build our ‘transferable skills’ for our future employability, adaptability and occupational mobility.

The amount of economic restructuring presently underway will require a far more flexible workforce in the future that needs to have a wide range of transferable skills. Knowing what and where it will be is valued is becoming important for all of us to understand.

Released in late September 2011 there has been a timely report for the European Commission as part of the Social agenda for modernising Europe entitled “Transferability of Skills across Economic Sectors”,  ISBN 978-92-79-20946-8, doi:10.2767/40404 © European Union, 2011 found in the DG Employment, Social Affairs & Inclusion section under this link:  http://bit.ly/sDt14p.

I think this helps build a better understanding of the different skills required and especially for me, a better structure for softer skill definitions

The background to this report is the increasing concerns within the EU as to how to improve its competitiveness and redirect the European economy towards higher added value to generate new and better jobs. This increasingly relies upon more strategic management of human resources. Continue reading “Recognition of a better soft skill taxonomy for innovation”

Designing appropriate tension into the innovation process.

I’ve always loved this: “Appropriate adaptiveness is not a natural tension- it has to be designed.” OK, I can hear you quietly sniggering.

When you are dealing with the innovation process you naturally have tension. Often if you have no tension or simply too much slack built into the process, you don’t end up in achieving a good result. Results fall well below expectations.

It is often this lack of designed-in ‘tension’ that is not appreciated like it should be within the innovation process. The wrong tension is left to eat away at the innovation process. Getting the right balance of tension is critical to get the best out of the ‘system’ of innovation.

Firstly a cautionary warning here.

Now this is about to get into the realms of theory but I hope you stay with me on this. Why? Well knowing why innovation does fail can be useful (to your future) and what you can design into it, so as to reduce this risk has some value, I would think. So tune out or hang in, it is your choice. Continue reading “Designing appropriate tension into the innovation process.”

What’s hot and what not in Innovation currently?

So what is hot, what is not in innovation at present? Any thoughts?
What do we need to remind ourselves about as we go about our ‘daily’ innovation business?

Some of my top of the mind quick thoughts:

  • Innovation is not the preserve of the (selected) few but the domain of the community. Driving this message home yields a real upsurge of new, often exciting activities that you would have missed out upon without engaging the broader community.
  • This absolute growing need to move on from the reliance of symbolic projects to justify innovations’ existence. Stop dipping your toe in the water, just jump in and get wet. Get everyone involved and want to contribute.

Continue reading “What’s hot and what not in Innovation currently?”

Plan your innovation resolutions early for 2012

For many October is the peak month for bringing together their strategic and operating plans for 2012. Meetings get frantic, issues get raised, and plans get drawn up, rejected and redrawn. The period becomes a fever pitch.

Where does innovation figure within this? In new products, new services and plenty of noble entreaties to adding to the growth I am sure. One aspect you might want to consider within all this activity and planning is to develop a resolution list of issues that need resolving.

I mean really, finally, actually resolving in 2012, to allow innovation to have a greater ‘hold’ on future thinking. Achieving a consensus, a clear focus, and a corporate commitment is what strategic plans are about so draw up your list of innovation resolutions needed to be resolved in 2012 and commit to them within the plans. Be upfront and bold.

Make sure you choose ‘soft’ as well as ‘hard’ innovation resolutions within any mix

One thing I would recommend when you draw up your list. Most corporate executives find the ‘softer’ aspects of innovation harder to work through.

There is this certain ‘hard wiring’ that everything has to be clear, measurable and tucked away  in the accounts or ‘ticked off’ in each person’s mind.

Softer aspects of innovation often don’t conform to this orderly view of the world and it is addressing this inconsistency ‘head-on’ has great value. Continue reading “Plan your innovation resolutions early for 2012”

Clear trends are shaping the future of innovation

In the last week or so I took a step back to look at the emerging trends around innovation. It certainly seems to have a bright future but its management is growing in complexity.

It now needs a deeper understanding than ever. Are we achieving that?

My viewpoint on observing different innovation dilemmas:

  • Innovation used to be about product, technology and R&D but it is far more now about value and anything that carries value. It is about creativity and entrepreneurship and it is even more tied to a clear vision today than ever, so it does become a vital part of the culture of the company.
  • Innovation and its potential value generation have certainly broadened out in options and needs even more to be tightly integrated with the strategy- how different types of innovation are aligned is really critical. I think many organizations are failing badly on this alignment recognition.

Continue reading “Clear trends are shaping the future of innovation”

Declarations and Social Innovation

I always get nervous when declarations are made, this one was over two days in the middle of September, 2011 in Vienna a “Vienna Declaration” was made determining “the most needed social innovations and related research topics”
Maybe it is the way it has been written as a declaration but I’m left uncomfortable. When you read within the declaration document:

“the ‘deliberations’ took place on what could be done to strengthen the social sciences capacity to play a prolific role in conceptualising and research of social innovation, and thus favour desirable development of the globalised knowledge society. This led to the idea of a Vienna Declaration that should identify critical areas of social and scientific development, and state a number of equally important corresponding research topics”

The rationale behind the declaration states the Vienna Declaration is the first and immediate Core Deliverable of the Conference, created and established during the conference by joint efforts of all participants.

This makes me even more nervous, those that went decided to make a ‘universal’ declaration but OK, I can’t fully comment as it is difficult to see the whole context for this meeting. it remains unclear if it has a pivotal role or not within SIE in Europe, on behalf of the EU, on behalf of society within the EU? I’m left really not sure. Continue reading “Declarations and Social Innovation”

Preparing the secret sauce for innovation delivery.

The secret sauce required for innovation delivery sometimes can be hard to itemize but knowing the ingredients and constantly improving on them wil make your ‘sauce’ stand out from others.

For many, it seems, execution or final delivery of the innovation is simply not given enough attention inside many organizations and that needs to certainly change and not just left to chance or delegated out as the less important stage.

For me, clarifying and committing resources on the innovation delivery part is a critical task to get right. I’ve discussed that elsewhere, but if your final delivery is wrong then all your preparation and effort simply ‘goes out the window.’

It is like a restaurant kitchen- correct delivery of the item makes or breaks all the hard work beforehand and if the final garnish or sauces are wrongly executed, the meal itself fails and leaves the customer dissatisfied, irrespective of the original efforts put in. Continue reading “Preparing the secret sauce for innovation delivery.”

Mission Critical for Innovation – Final Delivery

Why is it that for some organizations innovation seems to be mission-critical and incredibly rewarding yet for the majority, it remains at best an unfulfilled promise, never in the core of the business?

Why does innovation present such a stark choice, often fraught with difficulties for many, yet so simple and successful for the few? Innovation delivery is one of those differentiation points.

Let me suggest here nine points needing your consideration when it comes to thinking through the innovation back end delivery part.

Execution as I have outlined in a previous post is the final rugged frontier– the tough one to truly master as it is so variable in its makeup. Just consider: Continue reading “Mission Critical for Innovation – Final Delivery”