# Building Ecosystems for Business Innovation

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IIBE's connective tissue:   Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing

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## Posts

- [Are We Choking On Weak Ecosystem Signals missing Unexploited Synergies](https://paul4innovating.com/2026/10/01/are-we-choking-on-weak-ecosystem-signals-missing-unexploited-synergies/): The highest-value opportunities in modern industrial markets occur at the ecosystem boundary lines where data, AI agents, software and multi-entity governance intersect
- [Beyond the API: The Rise of Dynamic Ecosystems](https://paul4innovating.com/2026/09/29/beyond-the-api-the-rise-of-dynamic-ecosystems/): Industrial automation is undergoing a massive shift. Stand-alone products are losing ground to connected ecosystem architectures.
- [Accountability at the Edge: Design Principles for Ecosystems Beyond Hierarchy](https://paul4innovating.com/2026/09/20/accountability-at-the-edge-design-principles-for-ecosystems-beyond-hierarchy/): not a single owner holding the line, but a working design that keeps trust, incentives, decisions, and disagreement actively tended across ecosystem boundaries
- [The Executive Decision Sequence for Ecosystems](https://paul4innovating.com/2026/09/15/the-executive-decision-sequence-for-ecosystems/): identify the five decisions organisations consistently get wrong. They are written for CEOs and the C-suite that carry ecosystem architecture into operation
- [Siemens and the Dual-Force Model Is a great case study for building Ecosystems](https://paul4innovating.com/2026/04/19/siemens-and-the-dual-force-model-is-a-great-case-study-for-building-ecosystems/): The IIBE architecture creates structural competitive advantage that AI alone cannot replicate for Siemens to build a Dual-Force advantage
- [What's Changing ? They're Not Winning as a Company. They're Winning as an Ecosystem.](https://paul4innovating.com/2026/09/11/whats-changing-theyre-not-winning-as-a-company-theyre-winning-as-an-ecosystem/): a story about you still trying to win by being the best single thing in the room, and who quietly stopped trying to be self-sufficient and became well-connected instead.
- [Why Are We Losing to Companies That Aren't Even Better Than Us?](https://paul4innovating.com/2026/09/08/why-are-we-losing-to-companies-that-arent-even-better-than-us/): Do you feel you are on the wrong side of a new contest Something more specific is going on. Choices and decisions are changing.
- [Seriously, a lighter upgrade to the Ecosystem Architecture of the IIBE](https://paul4innovating.com/2026/08/21/seriously-a-significant-upgrade-to-the-ecosystem-architecture-of-the-iibe/): Ecosystem architecture is not constructed in a straight line. It is held, explored, and allowed to emerge through structured interaction over time.
- [The Living Bridge Practitioner: Governing Intelligent Ecosystems](https://paul4innovating.com/2026/08/13/the-living-bridge-practitioner-governing-intelligent-ecosystems/): The “Living Bridge” practitioner is the logical and necessary arch to provide the positive outcome of the Intelligence Integrated Business Ecosystem (IIBE) architecture.
- [Is ASML the gold standard of an Ecosystem Orchestration?](https://paul4innovating.com/2026/08/24/is-asml-the-gold-standard-of-an-ecosystem-orchestration/): Ecosystem are held together by shared intelligence, mutual dependence, and systemic control points, span geographic boarders and have significant trust and confidence.
- [The Core Problem: Platforms Taught the Wrong Ecosystem Logic.](https://paul4innovating.com/2026/08/19/the-core-problem-platforms-taught-the-wrong-ecosystem-logic/): When we think ecosystems = platforms + partners. They think orchestration = control. They think governance = rules. They think value = capture. WRONG!
- [Preparing for the Art of the Ecosystem War](https://paul4innovating.com/2026/08/09/preparing-for-the-art-of-the-ecosystem-war/): The Art of Ecosystem War from Sun Tzu building into the universal language of ecosystem design we need to overcome the Corporate Leopards to change their spots
- [The O & V Lens within the IIBE approach to Ecosystems](https://paul4innovating.com/2026/08/06/the-o-v-lens-within-the-iibe-approach-to-ecosystems/): The O&V Lens: What Optionality and Volatility Reveal That Existing Conventional Assessment Cannot Reach.
- [The Car and the Blueprint: How to Navigate the Ecosystem Era](https://paul4innovating.com/2026/08/03/the-car-and-the-blueprint-how-to-navigate-the-ecosystem-era/): You need an ecosystem architecture that takes care of the friction so you can focus on driving your business straight into its next era of compounding growth.
- [The Financial Absurdity: Why 1920s Accounting Is Killing 2026 Ecosystem Value](https://paul4innovating.com/2026/07/30/the-financial-absurdity-why-1920s-accounting-is-killing-2026-ecosystem-value/): Management accounting must replace the single-period ROI question—"What does this cost?"—with the ecosystem-aligned metric: "What does this build, and at what rate does it appreciate?"
- [Emergence: Converting Ecosystem Intelligence into Knowledge and Value](https://paul4innovating.com/2026/07/27/emergence-converting-ecosystem-intelligence-into-knowledge-and-value/): The organisations that recognise their ceilings now will find that the competitive advantage begins to emerge in new knowledge that leads to sustaining value
- [The Four Invisible Ceilings: Why Ecosystem Intelligence Stops Moving](https://paul4innovating.com/2026/07/19/the-four-invisible-ceilings-why-ecosystem-intelligence-stops-moving/): the Four Invisible Ceilings precisely — The Velocity Illusion, The Intelligence Plateau, Governance Inertia, Capital Erosion need Ecosystem design to resolve
- [The Architecture That Changes Everything in Ecosystems is Dynamic and Adaptive](https://paul4innovating.com/2026/07/22/dynamic-orchestration-and-adaptive-governance-the-architecture-that-changes-everything/): Dynamic orchestration and adaptive governance together lie at the core of Ecosystem management. They are the central governing force throughout the IIBE.
- [Why the IIBE Exists: Are CEO's Asking Questions About Their Ecosystems](https://paul4innovating.com/2026/04/18/why-the-iibe-exists-are-ceos-asking-questions-about-their-ecosystems/): The IIBE is not designed for entire industries. It is designed for the few organisations inside each industry that are ready to collaborate more intelligently
- [From Adapting to Emerging for Healthcare. Moving Data and Intelligence into Knowledge and Value](https://paul4innovating.com/2026/07/17/from-adapting-to-emerging-for-healthcare-moving-data-and-intelligence-into-knowledge-and-value/): What organisations move from bilateral intelligence architecture to governed ecosystem knowledge networks success is not marginal. It is a qualitatively form of value creation.
- [Siemens Healthineers are missing a beat or two in Ecosystem Management](https://paul4innovating.com/2026/07/13/siemens-healthineers-are-missing-a-beat-or-two-in-ecosystem-management/): In my research to build out the diagnostic framework of the Intelligent Integrated Business Ecosystem (IIBE) it has been aimed specifically at organisations with ambitions of building towards something like the Siemens Healthineers' stage: that of building extraordinary assets, holding genuine ecosystem ambition, but the orchestration architecture not yet designed as the essential missing piece.
- [Ecosystems Are the Real Shift](https://paul4innovating.com/2026/07/07/ecosystems-are-the-real-shift/): Where is your value, your growth and your markets in a future that is highly collaborative and distinctly different from today's? In Ecosystems that compound.
- [The Expanding Flywheel is required for Ecosystems](https://paul4innovating.com/2026/07/02/the-expanding-flywheel-is-required-for-ecosystems/): The organisations that compound are the ones whose flywheel keeps expanding — because they never stopped investing in the cycles that grow its radius.
- [Adding Fusion into the European Innovation Scaling Mix](https://paul4innovating.com/2026/06/22/adding-fusion-into-the-european-innovation-scaling-mix/): EIC assess the idea but do not assess whether the ecosystem around the idea has reached the conditions under which scaling will compound rather than merely grow.
- [Forget the Component Approach think Ecosystem Architecture](https://paul4innovating.com/2026/06/16/forget-the-component-approach-think-ecosystem-architecture/): Operating with ecosystem architecture: the missing layer that aligns capabilities, intelligence, and value creation across partners, portfolios, and products.
- [Business Ecosystems are more than your Companies thinks they are](https://paul4innovating.com/2026/06/10/business-ecosystems-are-more-than-your-companies-thinks-they-are/): The need is to fit their Business Ecosystem circumstances but they need to talk a different mission, innovation tone and build their ecosystem language.
- [The Architecture of Ecosystems — What It Actually Takes](https://paul4innovating.com/2026/06/03/the-architecture-of-ecosystems-what-it-actually-takes/): When an organisation moves to ecosystem architecture through Flow & Form toward Fusion, Ecosystems become structurally different, not just operationally better.
- [Thinking Like a System Is Not the Same as Being Architected as One](https://paul4innovating.com/2026/05/31/thinking-like-a-system-is-not-the-same-as-being-architected-as-one/): What is missing is the architectural instrument that converts systemic thinking into ecosystem structure
- [The Ecosystem Journey we all must travel for today's business challenges](https://paul4innovating.com/2026/05/26/the-ecosystem-journey-we-all-must-travel-for-todays-business-challenges/): The IIBE addresses a specific gap: the IIBE is the structural architecture that makes ecosystem complexity legible, productive, and strategically decisive.
- [BEYOND SCALE — We are facing a Rupture](https://paul4innovating.com/2026/05/20/beyond-scale-we-are-facing-a-rupture/): We need to think of cycle-building machines, building the conditions - with every cycle - that makes the next cycle capable of doing things the current cycle cannot.
- [From Signal to Architecture: Europe's CEO Open Letter Deserves an Architectural Answer](https://paul4innovating.com/2026/05/12/from-signal-to-architecture-europes-ceo-open-letter-deserves-an-architectural-answer/): What is missing is not more analysis of the problem. What is missing is the structural diagnostic instrument that translates that analysis to generate actions.
- [Cause and Effect: The Ecosystem Architectural Reading for Europe](https://paul4innovating.com/2026/05/10/cause-and-effect-the-ecosystem-architectural-reading-for-europe/): A letter written by seven CEOs is not a policy request. It is a structural diagnosis attempting to become visible, the causal chain and its effect
- [You Named It. Now Own It.](https://paul4innovating.com/2026/05/07/you-named-it-now-own-it/): The question is whether the organisations with the weight to act on it choose to own the solution with the same conviction they brought to naming the problem.
- [Europe Doesn't Have a Coordination Problem.](https://paul4innovating.com/2026/05/05/europe-doesnt-have-a-coordination-problem/): The problem is that Europe has never built the ecosystem architecture — the Form-level governance, intelligence, and orchestration infrastructure
- [The Diagnostic Europe Needs:](https://paul4innovating.com/2026/05/06/the-diagnostic-europe-needs/): The IIBE Intelligence Engine is not a data repository or a reporting mechanism. It is the active architecture through which an ecosystem reads its own signals.
- [Ecosystem Architecture: The Blueprint for How Future Value Is Created](https://paul4innovating.com/2026/05/03/ecosystem-architecture-the-blueprint-for-how-future-value-is-created/): We need a unified foundation to Ecosystems as they form the space for collaboration, cooperation and knowledge exchanges to solve complex problems today
- [Siemens: an IIBE Evaluation of their Industrial Ecosystem](https://paul4innovating.com/2026/04/24/siemens-an-iibe-evaluation-of-their-industrial-ecosystem/): What Siemens has not yet built is the orchestration architecture that turns those ingredients into a self-improving, compounding intelligence system.
- [Ignoring Ecosystems you DO face decline](https://paul4innovating.com/2026/04/15/ignoring-ecosystems-you-do-face-decline/): Ignoring Ecosystems you DO face decline | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Recognizing we all live in Ecosystems](https://paul4innovating.com/2026/04/08/recognizing-we-all-live-in-ecosystems/): Recognizing we all live in Ecosystems | Building Ecosystems for Business Innovation
- [AI Needs Architecture: Why the Next Competitive Advantage Is the Intelligent Ecosystem](https://paul4innovating.com/2026/03/27/ai-needs-architecture-why-the-next-competitive-advantage-is-the-intelligent-ecosystem/): AI Needs Architecture: Why the Next Competitive Advantage Is the Intelligent Ecosystem | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing |
- [Investing in Intelligence and Ecosystems through the IIBE + AI as the Dual-force.](https://paul4innovating.com/2026/03/23/investing-in-intelligence-and-ecosystems-through-the-iibe-ai-as-the-dual-force/): The Dual-Force Model is the value of IIBE and AI multiplied by the presence of the other, each force amplifies the other's returns across every strategic dimension.
- [So why do Ecosystems Diagnostics matter for Business](https://paul4innovating.com/2026/03/11/so-why-do-ecosystems-diagnostics-matter-for-business/): Your journey opens you up into the discovery and diagnostics that will change your view of the power, value and positioning of Ecosystems for your Business
- [Clarifying the IIBE Blueprint's Value for Ecosystem Integration](https://paul4innovating.com/2026/03/01/clarifying-the-iibe-blueprints-value-for-ecosystem-integration/): The IIBE Blueprint is the operating logic that turns ecosystems from a theory into a repeatable, dynamic, scalable, value-creating business system"
- [Why Static Orchestrators Fail — and Why Dynamic Orchestrators Thrive ](https://paul4innovating.com/2026/02/25/why-static-orchestrators-fail-and-why-dynamic-orchestrators-thrive/): Why Static Orchestrators Fail — and Why Dynamic Orchestrators Thrive | Building Ecosystems for Business Innovation
- [Is The Industrial Ecosystem Race Already Decided — Or Is It Still For the Taking?](https://paul4innovating.com/2026/02/18/is-the-industrial-ecosystem-race-already-decided-or-is-it-still-for-the-taking/): Is The Industrial Ecosystem Race Already Decided — Or Is It Still For the Taking? | Building Ecosystems for Business Innovation
- [High‑level assessment of the IIBE ecosystem work](https://paul4innovating.com/2026/01/22/high-level-assessment-of-the-iibe-ecosystem-work/): High‑level assessment of the IIBE ecosystem work | Building Ecosystems for Business Innovation
- [Why Organizations need a very explicit Ecosystem Business Model](https://paul4innovating.com/2026/02/02/why-organizations-need-a-very-explicit-ecosystem-business-model/): Why Organizations need a very explicit Ecosystem Business Model | Building Ecosystems for Business Innovation
- [Regaining Dynamism Through Ecosystems: Restoring Vitality with the IIBE](https://paul4innovating.com/2026/02/09/regaining-dynamism-through-ecosystems-restoring-vitality-with-the-iibe/): Regaining Dynamism Through Ecosystems: Restoring Vitality with the IIBE | Building Ecosystems for Business Innovation
- [Why Most Boards Can't Govern What They Can't See to Manage Ecosystem Growth](https://paul4innovating.com/2026/02/16/why-most-boards-cant-govern-what-they-cant-see-to-manage-ecosystem-growth/): Why Most Boards Can’t Govern What They Can’t See to Manage Ecosystem Growth | Building Ecosystems for Business Innovation
- [The Compelling Case to Integrated Innovation and Business Ecosystems](https://paul4innovating.com/2026/02/11/the-compelling-case-to-integrated-innovation-and-business-ecosystems/): The Compelling Case to Integrated Innovation and Business Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Ecosystem Blind Spots — What Organisations Can No Longer See](https://paul4innovating.com/2026/01/26/ecosystem-blind-spots-what-organisations-can-no-longer-see/): Ecosystem Blind Spots — What Organisations Can No Longer See | Building Ecosystems for Business Innovation
- [Tell me how your ecosystems are operating.](https://paul4innovating.com/2026/01/19/tell-me-how-your-ecosystems-are-operating/): Tell me how your ecosystems are operating. | Building Ecosystems for Business Innovation
- [Triggering Ecosystems with Progressive Learning](https://paul4innovating.com/2026/01/14/triggering-ecosystems-with-progressive-learning/): Triggering Ecosystems with Progressive Learning | Building Ecosystems for Business Innovation
- [Recognition Matters Before Any Ecosystem Decision. Are You Uneasy At Present?](https://paul4innovating.com/2026/01/08/recognition-matters-before-any-ecosystem-decision-are-you-uneasy-at-present/): Recognition Matters Before Any Ecosystem Decision. Are You Uneasy At Present? | Building Ecosystems for Business Innovation
- [Client Solutions for the Integrated Interconnected Business Ecosystem (IIBE)](https://paul4innovating.com/2025/12/17/client-solutions-for-the-integrated-interconnected-business-ecosystem-iibe/): Client Solutions for the Integrated Interconnected Business Ecosystem (IIBE) | Building Ecosystems for Business Innovation
- [The uncomfortable truth about your ecosystem](https://paul4innovating.com/2026/01/02/the-uncomfortable-truth-about-your-ecosystem/): The uncomfortable truth about your ecosystem | Building Ecosystems for Business Innovation
- [Looking back at 2025: the ecosystem pathway to the IIBE for next year and beyond.](https://paul4innovating.com/2025/12/26/looking-back-at-2025-the-ecosystem-pathway-to-the-iibe-for-next-year-and-beyond/): Looking back at 2025: the ecosystem pathway to the IIBE for next year and beyond. | Building Ecosystems for Business Innovation |
- [I believe we are entering the Post-Platform Era?](https://paul4innovating.com/2025/12/15/i-believe-we-are-entering-the-post-platform-era/): I believe we are entering the Post-Platform Era? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Choosing Dynamic Business Ecosystems? We actually need them](https://paul4innovating.com/2025/12/03/choosing-dynamic-business-ecosystems-we-actually-need-them/): Choosing Dynamic Business Ecosystems? We actually need them | Building Ecosystems for Business Innovation
- [Searching for the missing piece in modern Ecosystems](https://paul4innovating.com/2025/12/09/searching-for-the-missing-piece-in-modern-ecosystems/): Searching for the missing piece in modern Ecosystems | Building Ecosystems for Business Innovation | | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [What Is the IIBE Blueprint — and Why It Matters Now](https://paul4innovating.com/2025/11/09/what-is-the-iibe-blueprint-and-why-it-matters-now/): What Is the IIBE Blueprint — and Why It Matters Now | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Tackling the Mid-Market Growth Dilemma- think Ecosystems](https://paul4innovating.com/2025/12/01/tackling-the-mid-market-growth-dilemma-think-ecosystems/): Tackling the Mid-Market Growth Dilemma- think Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Do not compare the IIBE Ecosystem blueprint with other well-regarded evaluation frameworks- its better!](https://paul4innovating.com/2025/11/21/do-not-compare-the-iibe-ecosystem-blueprint-with-other-well-regarded-evaluation-frameworks-its-better/): Do not compare the IIBE Ecosystem blueprint with other well-regarded evaluation frameworks- its better! | Building Ecosystems for Business Innovation
- [what is the value of business ecosystem thinking as proposed and offered by the IIBE ecosystem blueprint](https://paul4innovating.com/2025/11/19/what-is-the-value-of-business-ecosystem-thinking-as-proposed-and-offered-by-the-iibe-ecosystem-blueprint/): what is the value of business ecosystem thinking as proposed and offered by the IIBE ecosystem blueprint | Building Ecosystems for Business Innovation
- [Ecosystem Integration Reality Check: Why Connection Now Defines Advantage](https://paul4innovating.com/2025/11/17/ecosystem-integration-reality-check-why-connection-now-defines-advantage-2/): Ecosystem Integration Reality Check: Why Connection Now Defines Advantage | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Ecosystem Advantage Begins with Intelligence](https://paul4innovating.com/2025/11/06/ecosystem-advantage-begins-with-intelligence/): Ecosystem Advantage Begins with Intelligence | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Ecosystem Integration Reality Check: Why Connection Now Defines Advantage](https://paul4innovating.com/2025/11/04/ecosystem-integration-reality-check-why-connection-now-defines-advantage/): Ecosystem Integration Reality Check: Why Connection Now Defines Advantage | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [We Can No Longer Ignore Ecosystem Adoption- The Evolving Design](https://paul4innovating.com/2025/10/23/we-can-no-longer-ignore-ecosystem-adoption-the-evolving-design/): We Can No Longer Ignore Ecosystem Adoption- The Evolving Design | Building Ecosystems for Business Innovation
- [The IIBE: Mastering the Five Core Dynamics of a New Business Ecosystem Reality](https://paul4innovating.com/2025/09/09/the-iibe-mastering-the-five-core-dynamics-of-a-new-business-ecosystem-reality/): The IIBE: Mastering the Five Core Dynamics of a New Business Ecosystem Reality | Building Ecosystems for Business Innovation
- [Explaining the dynamic structure of the dual-layered,integrated interconnected Ecosystem](https://paul4innovating.com/2025/09/11/explaining-the-dynamic-structure-of-the-dual-layeredintegrated-interconnected-ecosystem/): Explaining the dynamic structure of the dual-layered,integrated interconnected Ecosystem | Building Ecosystems for Business Innovation
- [Are you Boundary-Spanning Ecosystems at the required human C-Level Imperative?](https://paul4innovating.com/2025/09/05/are-you-boundary-spanning-ecosystems-at-the-required-human-c-level-imperative/): Are you Boundary-Spanning Ecosystems at the required human C-Level Imperative? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Assessment of the IIBE Blueprint Launched in September 2025](https://paul4innovating.com/2025/10/13/assessment-of-the-iibe-blueprint-launched-in-september-2025/): Assessment of the IIBE Blueprint Launched in September 2025 | Building Ecosystems for Business Innovation
- [Navigating Evolution for Enduring Value: The Adaptive Ecosystem Governance](https://paul4innovating.com/2025/10/10/navigating-evolution-for-enduring-value-the-adaptive-ecosystem-governance/): Navigating Evolution for Enduring Value: The Adaptive Ecosystem Governance | Building Ecosystems for Business Innovation
- [Hear Ye, One and All- We all need the Integrated Interconnected Business Ecosystem (IIBE)](https://paul4innovating.com/2025/09/29/hear-ye-one-and-all-we-all-need-the-integrated-interconnected-business-ecosystem-iibe/): Hear Ye, One and All- We all need the Integrated Interconnected Business Ecosystem (IIBE) | Building Ecosystems for Business Innovation
- [Transcending Industry Boundaries as a Cross-Cutting Imperative](https://paul4innovating.com/2025/09/26/transcending-industry-boundaries-as-a-cross-cutting-imperative/): Transcending Industry Boundaries as a Cross-Cutting Imperative | Building Ecosystems for Business Innovation
- [Business Model Ecosystems- Are you ready? Where are you?](https://paul4innovating.com/2025/09/25/business-model-ecosystems-are-you-ready-where-are-you/): Business Model Ecosystems- Are you ready? Where are you? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The Great Pivot: Sources of Signal Delivering New Forms of Co-Creation Value.](https://paul4innovating.com/2025/09/24/the-great-pivot-sources-of-signal-delivering-new-forms-of-co-creation-value/): The Great Pivot: Sources of Signal Delivering New Forms of Co-Creation Value. | Building Ecosystems for Business Innovation
- [Recognizing the differences from moving from Value Creation to Value Co-Creation](https://paul4innovating.com/2025/09/23/recognizing-the-differences-from-moving-from-value-creation-to-value-co-creation/): Recognizing the differences from moving from Value Creation to Value Co-Creation | Building Ecosystems for Business Innovation
- [The Pillars of Dynamism; Recognizing the Core Principles](https://paul4innovating.com/2025/09/19/the-pillars-of-dynamism-recognizing-the-core-principles/): The Pillars of Dynamism; Recognizing the Core Principles | Building Ecosystems for Business Innovation
- [Behind the Network lies the essential Dynamic Ecosystems need](https://paul4innovating.com/2025/09/18/behind-the-network-lies-the-essential-dynamic-ecosystems-need/): Behind the Network lies the essential Dynamic Ecosystems need | Building Ecosystems for Business Innovation
- [The  Adaptive Core and the Intelligence Layer of the Dynamic Ecosystem](https://paul4innovating.com/2025/09/17/the-adaptive-core-and-the-intelligence-layer-of-the-dynamic-ecosystem/): The Adaptive Core and the Intelligence Layer of the Dynamic Ecosystem | Building Ecosystems for Business Innovation
- [The Orchestrator's Engine: The Centrality of the Dynamic Ecosystem](https://paul4innovating.com/2025/09/16/the-orchestrators-engine-the-centrality-of-the-dynamic-ecosystem/): The Orchestrator’s Engine: The Centrality of the Dynamic Ecosystem | Building Ecosystems for Business Innovation |
- [Providing a deconstruction of the Integrated Interconnected Business Ecosystem (IIBE)](https://paul4innovating.com/2025/09/15/providing-a-deconstruction-of-the-integrated-interconnected-business-ecosystem-iibe/): Providing a deconstruction of the Integrated Interconnected Business Ecosystem (IIBE) | Building Ecosystems for Business Innovation
- [Building a Robust Business Ecosystem model for todays collaborative world.](https://paul4innovating.com/2025/09/07/building-a-robust-business-ecosystem-model-for-todays-collaborative-world/): Building a Robust Business Ecosystem model for todays collaborative world. | Building Ecosystems for Business Innovation
- [Responding to the Age of Strategic Liability- a New Dynamic Approach](https://paul4innovating.com/2025/09/03/responding-to-the-age-of-strategic-liability-a-new-dynamic-approach/): Responding to the Age of Strategic Liability- a New Dynamic Approach | Building Ecosystems for Business Innovation
- [A Dynamic Framework for Diagnosing and Evolution- The Integrated Interconnected Business Ecosystem.](https://paul4innovating.com/2025/08/21/a-dynamic-framework-for-diagnosing-and-evolution-the-integrated-interconnected-business-ecosystem/): A Dynamic Framework for Diagnosing and Evolution- The Integrated Interconnected Business Ecosystem. | Building Ecosystems for Business Innovation
- [Recognizing The Dual Value of Dynamic Ecosystems](https://paul4innovating.com/2025/08/14/recognizing-the-dual-value-of-dynamic-ecosystems/): IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Recognizing The Dual Value of Dynamic Ecosystems | Building Ecosystems for Business Innovation
- [The Key Functions of the Dynamic Ecosystem Layer](https://paul4innovating.com/2025/08/12/the-key-functions-of-the-dynamic-ecosystem-layer/): The Key Functions of the Dynamic Ecosystem Layer | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Dynamic Ecosystems provide the intelligent value for the Entire Ecosystem](https://paul4innovating.com/2025/08/08/dynamic-ecosystems-provide-the-intelligent-value-for-the-entire-ecosystem/): Dynamic Ecosystems provide the intelligent value for the Entire Ecosystem | Building Ecosystems for Business Innovation
- [Dynamic Ecosystems are needed as the Core of our innovating, growth and impact activity.](https://paul4innovating.com/2025/08/05/dynamic-ecosystems-are-needed-as-the-core-of-our-innovating-growth-and-impact-activity/): Dynamic Ecosystems are needed as the Core of our innovating, growth and impact activity. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Addressing the potential for Dynamic Ecosystems, Meta-Twinning in the Industrial Metaverse](https://paul4innovating.com/2025/07/10/addressing-the-potential-for-dynamic-ecosystems-meta-twinning-in-the-industrial-metaverse/): Addressing the potential for Dynamic Ecosystems, Meta-Twinning in the Industrial Metaverse | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [“Meta-Twinning” for the Industrial Metaverse- its needing to happen](https://paul4innovating.com/2025/07/17/meta-twinning-for-the-industrial-metaverse-its-needing-to-happen/): “Meta-Twinning” for the Industrial Metaverse- its needing to happen | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Harmonizing Dynamic Ecosystem Intelligence and the Industrial Metaverse through "Meta-Twinning" Architecture](https://paul4innovating.com/2025/07/08/harmonizing-dynamic-ecosystem-intelligence-and-the-industrial-metaverse-through-meta-twinning-architecture/): Harmonizing Dynamic Ecosystem Intelligence and the Industrial Metaverse through “Meta-Twinning” Architecture | Building Ecosystems for Business Innovation
- [Understanding the "Dynamic Ecosystem" Core Principles for the Industrial Metaverse](https://paul4innovating.com/2025/07/06/understanding-the-dynamic-ecosystem-core-principles-for-the-industrial-metaverse/): Understanding the “Dynamic Ecosystem” Core Principles for the Industrial Metaverse | Building Ecosystems for Business Innovation
- [Why Dynamic Ecosystems become central to Industrial Metaverse Understanding](https://paul4innovating.com/2025/07/04/why-dynamic-ecosystems-become-central-to-industrial-metaverse-understanding/): Why Dynamic Ecosystems become central to Industrial Metaverse Understanding | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Are we holding the Industrial Metaverse back, is our organizing structure right?](https://paul4innovating.com/2025/07/03/are-we-holding-the-industrial-metaverse-back-is-our-organizing-structure-right/): Are we holding the Industrial Metaverse back, is our organizing structure right? | Building Ecosystems for Business Innovation
- [Unleashing the Power of the Voice Of Ecosystems (VoE)](https://paul4innovating.com/2025/06/17/unleashing-the-power-of-the-voice-of-ecosystems-voe/): Unleashing the Power of the Voice Of Ecosystems (VoE) | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Dynamic Ecosystems provide the real power for Future-Ready Organizations](https://paul4innovating.com/2025/06/13/dynamic-ecosystems-provide-the-real-power-for-future-ready-organizations/): Dynamic Ecosystems provide the real power for Future-Ready Organizations | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [It is time to embrace the Integrated, Interconnected Business Ecosystem](https://paul4innovating.com/2025/06/10/it-is-time-to-embrace-the-integrated-interconnected-business-ecosystem/): It is time to embrace the Integrated, Interconnected Business Ecosystem | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The Adaptive Ecosystem Governance Lifecycle: Navigating Evolution for Enduring Value](https://paul4innovating.com/2025/06/05/the-adaptive-ecosystem-governance-lifecycle-navigating-evolution-for-enduring-value/): The Adaptive Ecosystem Governance Lifecycle: Navigating Evolution for Enduring Value | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The visual make-up of the Integrated Interconnected Business Ecosystem](https://paul4innovating.com/2025/05/25/the-visual-make-up-of-the-integrated-interconnected-business-ecosystem/): The visual make-up of the Integrated Interconnected Business Ecosystem | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Recognising we need a new Ecosystem Mindset](https://paul4innovating.com/2025/05/19/recognising-we-need-a-new-ecosystem-mindset/): Recognising we need a new Ecosystem Mindset | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Building the Comprehensive World of Interconnected Business Ecosystems](https://paul4innovating.com/2025/05/12/building-the-comprehensive-world-of-interconnected-business-ecosystems/): Building the Comprehensive World of Interconnected Business Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Mitigating today's business uncertainties, think Dynamic Ecosystems](https://paul4innovating.com/2025/05/05/mitigating-todays-business-uncertainties-think-dynamic-ecosystems/): Mitigating today’s business uncertainties, think Dynamic Ecosystems | Building Ecosystems for Business Innovation | |
- [Are you ready to explore Dynamic Ecosystem Principles as Business Leaders?](https://paul4innovating.com/2025/05/02/are-you-ready-to-explore-dynamic-ecosystem-principles-as-business-leaders/): Are you ready to explore Dynamic Ecosystem Principles as Business Leaders? | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Chicken or the Egg? The Dynamic Interplay of Technology and Business Ecosystems](https://paul4innovating.com/2025/04/23/chicken-or-the-egg-the-dynamic-interplay-of-technology-and-business-ecosystems/): Chicken or the Egg? The Dynamic Interplay of Technology and Business Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [What will enable us to transform our world?](https://paul4innovating.com/2025/04/10/what-will-enable-us-to-transform-our-world/): What will enable us to transform our world? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Building the Design of the Integrated Interconnected Business Ecosystem](https://paul4innovating.com/2025/04/04/building-the-design-of-the-integrated-interconnected-business-ecosystem/): Building the Design of the Integrated Interconnected Business Ecosystem | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Evolutionary Ecosystem Thinking should be adopted by Business](https://paul4innovating.com/2025/03/24/evolutionary-ecosystem-thinking-should-be-adopted-by-business/): Evolutionary Ecosystem Thinking should be adopted by Business | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The Challenging Conditions for today's Innovation Practice](https://paul4innovating.com/2025/03/11/the-challenging-conditions-for-todays-innovation-practice/): The Challenging Conditions for today’s Innovation Practice | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Forget traditional operating models when dealing in Business Ecosystems](https://paul4innovating.com/2025/03/04/forget-traditional-operating-models-when-dealing-in-business-ecosystems/): Forget traditional operating models when dealing in Business Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [How to build Innovation Ecosystem Dynamism](https://paul4innovating.com/2025/02/11/how-to-build-innovation-ecosystem-dynamism/): How to build Innovation Ecosystem Dynamism | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Defining Innovation Ecosystems and working on the differences](https://paul4innovating.com/2025/02/07/defining-innovation-ecosystems-and-working-on-the-differences/): Recently I have been reading or listening too different understandings of innovation ecosystems. Some fuse and some confuse. All have some merit but are not defining enough for me, so here is my take. So to kick things off lets offer a clear definition of what an innovation ecosystem is and why it is important
- [Feeling trapped,break out of the box with innovation ecosystems](https://paul4innovating.com/2025/02/06/feeling-trappedbreak-out-of-the-box-with-innovation-ecosystems/): Feeling trapped,break out of the box with innovation ecosystems | Building Ecosystems for Business Innovation | |
- [Principles for Bridging Traditional to Ecosystem Thinking](https://paul4innovating.com/2025/04/17/principles-for-bridging-traditional-to-ecosystem-thinking/): Principles for Bridging Traditional to Ecosystem Thinking | Building Ecosystems for Business Innovation | |
- [Dynamic Ecosystems: The Adaptive Core of Business](https://paul4innovating.com/2025/01/27/dynamic-ecosystems-the-adaptive-core-of-business/): Dynamic Ecosystems: The Adaptive Core of Business | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Lets change the old record and sound on innovation](https://paul4innovating.com/2025/01/06/lets-change-the-old-record-and-sound-on-innovation/): Lets change the old record and sound on innovation | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Recognizing Dynamics Ecosystems are the core to Innovation change](https://paul4innovating.com/2025/01/23/recognizing-dynamics-ecosystems-are-the-core-to-innovation-change/): Recognizing Dynamics Ecosystems are the core to Innovation change | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The four golden threads that weave through ecosystem design](https://paul4innovating.com/2024/12/10/the-four-golden-threads-that-weave-through-ecosystem-design/): The four golden threads that weave through ecosystem design | Building Ecosystems for Business Innovation |
- [2024 Under Innovation and Business Ecosystem Review](https://paul4innovating.com/2024/12/02/2024-under-innovation-and-business-ecosystem-review/): 2024 Under Innovation and Business Ecosystem Review | Building Ecosystems for Business Innovation | |
- [Dynamic Ecosystems become the Core of our innovating activity.](https://paul4innovating.com/2024/11/22/dynamic-ecosystems-become-the-core-of-our-innovating-activity/): Dynamic Ecosystems become the Core of our innovating activity. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Approaching innovation through the lens of innovation ecosystems](https://paul4innovating.com/2024/11/11/approaching-innovation-through-the-lens-of-innovation-ecosystems/): Approaching innovation through the lens of innovation ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Pitch me on why Innovation Ecosystems are better than my present open innovation approach](https://paul4innovating.com/2024/10/24/pitch-me-on-why-innovation-ecosystems-are-better-than-my-present-open-innovation-approach/): Pitch me on why Innovation Ecosystems are better than my present open innovation approach | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Innovation Ecosystems need you  to engage and openly embrace?](https://paul4innovating.com/2024/10/21/innovation-ecosystems-need-you-to-engage-and-openly-embrace/): Innovation Ecosystems need you to engage and openly embrace? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Recognizing the distinguishing points of Innovation Ecosystems](https://paul4innovating.com/2024/10/17/recognizing-the-distinguishing-points-of-innovation-ecosystems/): Recognizing the distinguishing points of Innovation Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Moving from Open Innovation to Innovation Ecosystems](https://paul4innovating.com/2024/10/15/moving-from-open-innovation-to-innovation-ecosystems/): Moving from Open Innovation to Innovation Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Buttons and Threads: A Modern Ecosystem Perspective](https://paul4innovating.com/2024/10/06/buttons-and-threads-a-modern-ecosystem-perspective/): Buttons and Threads: A Modern Ecosystem Perspective | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The Dynamic Ecosystem lies at the core of the Interconnected Business Ecosystem Model](https://paul4innovating.com/2024/09/20/the-dynamic-ecosystem-lies-at-the-core-of-the-interconnected-business-ecosystem-model/): The Dynamic Ecosystem lies at the core of the Interconnected Business Ecosystem Model | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The Critical Research needed in Understanding and Shaping Business Ecosystems](https://paul4innovating.com/2024/09/09/the-critical-research-needed-in-understanding-and-shaping-business-ecosystems/): The Critical Research needed in Understanding and Shaping Business Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Entrepreneurial or Start Up Ecosystems need to be added into the Integrated Business Ecosystem Frame](https://paul4innovating.com/2024/09/19/entrepreneurial-or-start-up-ecosystems-need-to-be-added-into-the-integrated-business-ecosystem-frame/): Entrepreneurial or Start Up Ecosystems need to be added into the Integrated Business Ecosystem Frame | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Extending out the Interconnected Business Ecosystem as necessary.](https://paul4innovating.com/2024/09/02/extending-out-the-interconnected-business-ecosystem-as-necessary/): Extending out the Interconnected Business Ecosystem as necessary. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing |
- [Revolutionize Your Business Growth through Strategic Partner Ecosystems](https://paul4innovating.com/2024/08/26/revolutionize-your-business-growth-through-strategic-partner-ecosystems/): Revolutionize Your Business Growth through Strategic Partner Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Where consultants contribute to innovation](https://paul4innovating.com/2024/08/26/where-consultants-contribute-to-innovation/): Consultants contribution to innovation activity.
- [Seven deadly sins of bloggers](https://paul4innovating.com/2024/08/26/seven-deadly-blogging-sins/): The Seven Deadly Blogging Sins to Avoid
- [Breaking Down Complexity to allow Dynamic Ecosystems for Innovation.](https://paul4innovating.com/2024/08/13/breaking-down-complexity-to-allow-dynamic-ecosystems-for-innovation/): Breaking Down Complexity to allow Dynamic Ecosystems for Innovation. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Let's be clear about Innovation Ecosystems](https://paul4innovating.com/2024/08/06/lets-be-clear-about-innovation-ecosystems/): Let’s be clear about Innovation Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Recommending we change to the Composable Innovation Framework](https://paul4innovating.com/2024/07/28/recommending-we-change-to-the-composable-innovation-framework/): Recommending we change to the Composable Innovation Framework | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Where does open collaboration figure at the top of the CEO's thinking today?](https://paul4innovating.com/2024/07/07/where-does-open-collaboration-figure-at-the-top-of-the-ceos-thinking-today/): Where does open collaboration figure at the top of the CEO’s thinking today? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The value of applying the Three Horizons to Partner Ecosystem thinking.](https://paul4innovating.com/2024/06/13/the-value-of-applying-the-three-horizons-to-partner-ecosystem-thinking/): The value of applying the Three Horizons to Partner Ecosystem thinking. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Are You Embracing Innovation Ecosystems for Enhanced Competitiveness](https://paul4innovating.com/2024/07/03/are-you-embracing-innovation-ecosystems-for-enhanced-competitiveness/): Are You Embracing Innovation Ecosystems for Enhanced Competitiveness | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [We need to transform Innovation for the entire Business Ecosystem.](https://paul4innovating.com/2024/06/24/we-need-to-transform-innovation-for-the-entire-business-ecosystem/): We need to transform Innovation for the entire Business Ecosystem. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Building the new dynamics into our capacity to innovate](https://paul4innovating.com/2015/11/05/building-the-new-dynamics-into-our-capacity-to-innovate/): Do we know what are the dependencies and requirements for building and sustaining your organizations innovation success? How do you sustain innovation, is it more through the structuring of everyday work, by creating a particular set of social rules and resources that foster specific routines? Or something different? We work really hard at maintaining these
- [Innovation catalytic converters](https://paul4innovating.com/2012/09/02/innovation-catalytic-converters/): It is sometimes very pleasing that "what goes around, comes around". Recently I was reading a piece by Scott Anthony, talking about the new era of innovation under his article appearing in the HBR “The New Corporate Garage” http://tinyurl.com/9fy6ua2 and I had one of those ‘coming around moments' and went on a hunt through my
- [Innovation and the Deepening Linkage](https://paul4innovating.com/2013/01/11/innovations-deepening-linkage/): For me, 2012 was a defining year. Much of what I wanted to achieve in bringing together a growing but fairly comprehensive innovation tool set has seemingly materialized. The collaborative work that Jeffrey Philips and I undertook has been a significant contributing factor, and I owe him a big thank you for being such a
- [The Innovation Journeyman](https://paul4innovating.com/2013/08/29/the-innovation-journeyman/): My personal innovation journey started way back in 2001 when I got ‘hooked’ on innovation and what it could deliver in its impact on a business. I believe it is for greater engagement within the organization and increased identification through their people, with the potential for learning and improving their capabilities. Progressively I learnt about
- [Finding our true purpose](https://paul4innovating.com/2013/11/14/finding-our-true-purpose/): Don’t let anyone tell you it is easy to run your own business, it is far from that. I thought I'd write about what and where it has meaning for me in this "finding our true purpose". Here are some of my thoughts, some a little raw, others well-baked, even some half-baked!. Running your own
- [Measuring and motivating the innovation elephant](https://paul4innovating.com/2014/03/21/measuring-and-motivating-the-innovation-elephant/): I often think of the parable of “The Elephant and the Blind Men” when I get into discussions about measuring innovation. What are truths, what are the fallacies? The parable implies that one's often subjective experience can be true on your need, but not necessarily the other person's view of their understanding of value. You
- [Exploring the Value Of Your Innovation Capital](https://paul4innovating.com/2014/08/02/exploring-the-value-of-your-innovation-capital/): Following on from my last post of "Place your future bets- invest in Innovation Capital" which outlined the significant contribution innovation capital plays in our economic growth and value enhancement, let's explore some more. Let me offer some further thoughts on its value to really capture and understand, so we can measure it within our
- [Covering Innovation My Way](https://paul4innovating.com/2017/05/07/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
- [A new paradigm of focusing on ingenuity lies in work to be done](https://paul4innovating.com/2018/02/14/a-new-paradigm-focusing-on-ingenuity-lies-in-work-to-be-done/): A new paradigm of focusing on ingenuity lies in work to be done
- [Learning to collaborate in a rapidly changing world](https://paul4innovating.com/2021/06/22/learning-to-collaborate-in-a-rapidly-changing-world/): We clearly need to find ways to navigate ourselves back into some (new) order, to stabilize the chaos we are in, or beginning to feel we are finally moving out of the crisis and chaos of the last 18 months.. What we first need to do is make sense of what is going on around
- [Transforming What? Delivering Future Impact](https://paul4innovating.com/2022/04/17/transforming-what-delivering-future-impact/): Delivering Future Impact on Performance As demand is more volatile today what becomes more important is the work to be done, not the work done. Surprisingly Adam Smith identified this important difference back in 1776. This can be explained as the work done is the accumulated knowledge, which has built up and been embodied in
- [Helping discover your innovation pathway](https://paul4innovating.com/2023/01/26/helping-discover-your-innovation-pathway/): Helping discover your innovation pathway
- [Why are innovation ecosystems important?](https://paul4innovating.com/2024/06/10/why-are-innovation-ecosystems-important/): Why are innovation ecosystems important? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Great weeks come from my significant advances in Business Ecosystem thinking and design.](https://paul4innovating.com/2024/05/26/great-weeks-come-from-my-significant-advances-in-business-ecosystem-thinking-and-design/): Great weeks come from my significant advances in Business Ecosystem thinking and design. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Actively shaping the innovation future with Dynamism and Knowledge](https://paul4innovating.com/2024/05/19/actively-shaping-the-innovation-future-with-dynamism-and-knowledge/): Actively shaping the innovation future with Dynamism and Knowledge | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Pitching of the Interconnected Business Ecosystem Framework](https://paul4innovating.com/2024/05/15/pitching-of-the-interconnected-business-ecosystem-framework/): Pitching of the Interconnected Business Ecosystem Framework | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Is Innovation evolving in the way I see it going?](https://paul4innovating.com/2024/05/11/is-innovation-evolving-in-the-way-i-see-it-going/): Is Innovation evolving in the way I see it going? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Have organizations become more collaborative over 25 years? What has enabled that?](https://paul4innovating.com/2024/05/09/have-organizations-become-more-collaborative-over-25-years-what-has-enabled-that/): Have organizations become more collaborative over 25 years? What has enabled that? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [25 years of Innovation- how has it evolved? Has it been successful?](https://paul4innovating.com/2024/05/07/25-years-of-innovation-how-has-it-evolved-has-it-been-successful/): 25 years of Innovation- how has it evolved? Has it been successful? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Returning to the Hierarchy of Business Ecosystems](https://paul4innovating.com/2024/04/22/returning-to-the-hierarchy-of-business-ecosystems/): Returning to the Hierarchy of Business Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Pitching Business Ecosystems opens up the possibility of real change.](https://paul4innovating.com/2024/04/03/pitching-business-ecosystems-opens-up-the-possibility-of-real-change/): Pitching Business Ecosystems opens up the possibility of real change. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Achieving an Ecosystem AI-driven innovation engagement process](https://paul4innovating.com/2024/03/20/achieving-an-ecosystem-ai-driven-innovation-engagement-process/): Achieving an Ecosystem AI-driven innovation engagement process | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Should we step into the realm of Business Ecosystem Collaborations?](https://paul4innovating.com/2024/03/05/should-we-step-into-the-realm-of-business-ecosystem-collaborations/): Should we step into the realm of Business Ecosystem Collaborations? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The building blocks of open innovation lead towards Business Ecosystems.](https://paul4innovating.com/2024/02/20/the-building-blocks-of-open-innovation-lead-towards-business-ecosystems/): The building blocks of open innovation lead towards Business Ecosystems. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Examples of Businesses navigating complexity by fostering Ecosystems.](https://paul4innovating.com/2024/02/08/examples-of-businesses-navigating-complexity-by-fostering-ecosystems/): Examples of Businesses navigating complexity by fostering Ecosystems. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [What are the Barriers when Implementing Business Ecosystem-designed approaches](https://paul4innovating.com/2024/01/24/what-are-the-barriers-when-implementing-ecosystem-designed-approaches/): While ecosystem-based approaches offer numerous advantages, there are also challenges and potential barriers that organizations may face. As I was building out the Hierarchy of Business Ecosystem Needs, you have to consider many of the (current) issues and challenges being faced by advancing Ecosystem thinking and design. The business case adds more value and needs
- [The value of interconnecting layers within the Hierarchy of Business Ecosystem Needs.](https://paul4innovating.com/2024/01/24/the-value-of-interconnecting-layers-within-the-hierarchy-of-business-ecosystem-needs/): The value of interconnecting layers within the Hierarchy of Business Ecosystem Needs. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Emerging Blueprint for Thinking Through the Hierarchy of Business Ecosystem Need](https://paul4innovating.com/2024/01/22/emerging-blueprint-for-thinking-through-the-hierarchy-of-ecosystem-needs/): Emerging Blueprint for Thinking Through the Hierarchy of Business Ecosystem Need | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [New Business Designs can be delivered through a Business Ecosystem Approach.](https://paul4innovating.com/2024/02/07/new-business-designs-can-be-delivered-through-a-business-ecosystem-approach/): New Business Designs can be delivered through a Business Ecosystem Approach. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Collective Learning needs to be applied to the Hierarchy of Business Ecosystems.](https://paul4innovating.com/2024/02/05/collective-learning-needs-to-be-applied-to-the-hierarchy-of-business-ecosystems/): Collective Learning needs to be applied to the Hierarchy of Business Ecosystems. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [By Breaking Down Resistance to Business Ecosystems, we embrace them.](https://paul4innovating.com/2024/01/29/by-breaking-down-resistance-to-business-ecosystems-we-embrace-them/): By Breaking Down Resistance to Business Ecosystems, we embrace them. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [A Profound Shift towards a Hierarchy of Business Ecosystems?](https://paul4innovating.com/2024/01/13/we-need-a-profound-shift-towards-a-hierarchy-of-ecosystems/): A Profound Shift towards a Hierarchy of Business Ecosystems? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Why Ecosystems? Let's get explicit on why they are important to us today.](https://paul4innovating.com/2024/01/21/why-ecosystems-lets-get-explicit-on-why-they-are-important-to-us-today/): Why Ecosystems? Let’s get explicit on why they are important to us today. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The needs of Innovation Coherence](https://paul4innovating.com/2023/01/18/the-needs-of-innovation-coherence/): The needs of Innovation Coherence | Building Ecosystems for Business Innovation
- [The critical differences in understanding Dynamic Ecosystems.](https://paul4innovating.com/2024/01/11/the-critical-differences-in-understanding-dynamic-ecosystems/): The critical differences in understanding Dynamic Ecosystems. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Dynamism and Knowledge Insights are crucial to unlock future success](https://paul4innovating.com/2024/01/04/dynamism-and-knowledge-insights-are-crucial-to-unlock-future-success/): Dynamism and Knowledge Insights are crucial to unlock future success | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Closing out the year by transforming into innovation ecosystems](https://paul4innovating.com/2023/12/26/closing-out-the-year-by-transforming-into-innovation-ecosystems/): Closing out the year by transforming into innovation ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | @paul4innovating
- [Designing appropriate tension into the innovation process.](https://paul4innovating.com/2011/10/28/designing-appropriate-tension-into-the-innovation-process/): Designing appropriate tension into the innovation process. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Organizations suffer constantly from unhealthy Innovation tension](https://paul4innovating.com/2020/01/09/organizations-suffer-constantly-from-unhealthy-innovation-tension/): Organizations suffer constantly from unhealthy Innovation tension | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Building Innovation Ecosystems need to be connected.](https://paul4innovating.com/2023/10/16/building-innovation-ecosystems-need-to-be-connected/): Building Innovation Ecosystems need to be connected. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Embracing the power of dynamic ecosystems.](https://paul4innovating.com/2023/12/20/embracing-the-power-of-dynamic-ecosystems/): Embracing the power of dynamic ecosystems. | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Are you dependent on other's best practices?](https://paul4innovating.com/2014/08/19/are-you-dependent-on-others-best-practices/): I often wonder if “best practice” is actually a hidden drug within our organizations that everyone simply craves to be taking. Why do so many advisory organizations promote best practices? Simply because those in the organization constantly feel under pressure to demonstrate why they are falling behind or keeping ahead of their competitors. They crave
- [Innovators need to heighten sensory intelligence and cognitive abilities.](https://paul4innovating.com/2023/12/04/innovators-need-to-heighten-sensory-intelligence-and-cognitive-abilities/): Innovators need to heighten sensory intelligence and cognitive abilities. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Gaining energy and idea generation](https://paul4innovating.com/2022/08/29/gaining-energy-and-idea-generation/): Gaining energy and idea generation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Discover your unique innovator's Sensory Profile.](https://paul4innovating.com/2023/12/01/discover-your-unique-innovators-sensory-profile/): Discover your unique innovator’s Sensory Profile. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Design Thinking Requires the Human Touch in a World of Technology and GenAI.](https://paul4innovating.com/2023/11/23/design-thinking-requires-the-human-touch-in-a-world-of-technology-and-genai/): Design Thinking Requires the Human Touch in a World of Technology and GenAI. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Innovation thinking in Ecosystem and Generative AI design.](https://paul4innovating.com/2023/11/21/innovation-thinking-in-ecosystem-and-generative-ai-design/): Innovation thinking in Ecosystem and Generative AI design. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Embrace AI-driven innovation, it is the future.](https://paul4innovating.com/2023/11/10/embrace-ai-driven-innovation-it-is-the-future/): Embrace AI-driven innovation, it is the future. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Working together to shape innovation for meaningful change](https://paul4innovating.com/2023/11/01/working-together-to-shape-innovation-for-meaningful-change/): Following on from my initial post, "Our Need is to Shape Innovation Dynamically, " this post outlines the eight value-adding points that I can help build out and deliver alongside you in different delivery modules to fit your circumstances and budgets. My value proposition is to work together to create something that shapes innovation for
- [Our Need Is To Shape Innovation Dynamically.](https://paul4innovating.com/2023/10/30/our-need-is-to-shape-innovation-dynamically/): Our Need Is To Shape Innovation Dynamically. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Innovating the future by combining humans, technology, and AI](https://paul4innovating.com/2023/10/11/innovating-the-future-by-combining-humans-technology-and-ai/): Innovating the future by combining humans, technology, and AI | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Focusing on moving from disorder in today's world](https://paul4innovating.com/2020/04/01/focusing-on-moving-from-disorder-in-todays-world/): Focusing on moving from disorder in today’s world | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Positioning my innovating approach](https://paul4innovating.com/2022/07/22/positioning-my-innovating-approach/): Positioning my innovating approach | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [What makes the Innovation Ecosystem different?](https://paul4innovating.com/2022/11/14/what-makes-the-innovation-ecosystem-different/): What makes the Innovation Ecosystem different? | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [The linkages of innovating purpose](https://paul4innovating.com/2022/11/22/the-linkages-of-innovating-purpose/): The linkages of innovating purpose | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Innovation: the accelerator for the changes in our energy transitions](https://paul4innovating.com/2022/12/30/innovation-the-accelerator-for-the-changes-in-our-energy-transitions/): Innovation: the accelerator for the changes in our energy transitions | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [The future interplays between design thinking, technology and AI](https://paul4innovating.com/2023/10/02/the-future-interplays-between-design-thinking-technology-and-ai/): The future interplays between design thinking, technology and AI | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Has innovation changed over the last ten years?](https://paul4innovating.com/2023/09/25/has-innovation-changed-over-the-last-ten-years/): Has innovation changed over the last ten years? | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Envision Energy in living, evolving communities that challenge conventional wisdom.](https://paul4innovating.com/2023/09/12/envision-energy-as-living-evolving-communities-that-challenge-conventional-wisdom/): Envision Energy in living, evolving communities that challenge conventional wisdom. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Fusing Human and Technology to Enable Innovation Ecosystems to Thrive](https://paul4innovating.com/2023/09/03/fusing-human-and-technology-to-enable-innovation-ecosystems-to-thrive/): Fusing Human and Technology to Enable Innovation Ecosystems to Thrive | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The critical interplay among innovation, business models and change](https://paul4innovating.com/2022/02/20/the-critical-interplay-among-innovation-business-models-and-change/): The critical interplay among innovation, business models and change Jeffrey Phillips and I have collaborated over a number of years and I have always felt these have been highly productive, original in thinking and truly valuable. One such collaboration was around the interplay of innovation with business models and change. I wanted to extract part
- [Visiting the dark side of the innovation moon.](https://paul4innovating.com/2023/08/24/visiting-the-dark-side-of-the-innovation-moon/): Visiting the dark side of the innovation moon.
- [Innovation is essential to unlock all parts of the energy transition.](https://paul4innovating.com/2023/08/22/innovation-is-essential-to-unlock-all-parts-of-the-energy-transition/): Innovation is essential to unlock all parts of the energy transition. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The dark side of the innovation moon](https://paul4innovating.com/2012/06/05/the-dark-side-of-the-innovation-moon-2/): Have you ever wondered what is on the other side of the moon when you look up towards it? Do we really need to look beyond our own horizons in our daily lives? Should we question beyond our existing horizons in how we go about innovating, exploring, to pushing ourselves into the unknown? What about
- [We need a new Energy Mantra- innovate, innovate, innovate.](https://paul4innovating.com/2023/08/16/we-need-a-new-energy-mantra-innovate-innovate-innovate/): We need a new Energy Mantra- innovate, innovate, innovate.
- [Focusing on the Learning Components of the Composable Innovation Framework](https://paul4innovating.com/2023/08/08/focusing-on-the-learning-components-of-the-composable-innovation-framework/): Focusing on the Learning Components of the Composable Innovation Framework | Building Ecosystems for Business Innovation
- [The building out of the Composable Innovation Enterprise Framework.](https://paul4innovating.com/2023/08/01/the-building-out-of-the-composable-innovation-enterprise-framework/): The building out of the Composable Innovation Enterprise Framework. | Building Ecosystems for Business Innovation
- [The Building Blocks of the Innovation Ecosystem Narrative](https://paul4innovating.com/2023/07/26/the-building-blocks-of-the-innovation-ecosystem-narrative/): The Building Blocks of the Innovation Ecosystem Narrative | Building Ecosystems for Business Innovation
- [Understanding cross-sector innovation ecosystem collaborations](https://paul4innovating.com/2023/07/09/understanding-cross-sector-innovation-ecosystem-collaborations/): Understanding cross-sector innovation ecosystem collaborations | Building Ecosystems for Business Innovation
- [Visualizing the Composable Innovation Enterprise Framework](https://paul4innovating.com/2023/06/27/visualizing-the-composable-innovation-enterprise-framework/): Visualizing the Composable Innovation Enterprise Framework | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The planning out of this Composable Innovation Enterprise Framework](https://paul4innovating.com/2023/06/21/the-planning-out-of-this-composable-innovation-enterprise-framework/): The planning out of this Composable Innovation Enterprise Framework | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Are we EVER going to embrace innovation?](https://paul4innovating.com/2023/05/03/are-we-ever-going-to-embrace-innovation/): Are we EVER going to embrace innovation? | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Deepening the Thinking Around the Innovation Mandate - part two](https://paul4innovating.com/2023/04/26/deepening-the-thinking-around-the-innovation-mandate-part-two/): Deepening the Thinking Around the Innovation Mandate – part two | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Constructing the innovation mandate](https://paul4innovating.com/2023/04/24/constructing-the-innovation-mandate/): Constructing the innovation mandate | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Achieving engagement outcomes from cross-sector innovation ecosystem collaborations](https://paul4innovating.com/2023/04/13/achieving-engagement-outcomes-from-cross-sector-innovation-ecosystem-collaborations/): Achieving engagement outcomes from cross-sector innovation ecosystem collaborations | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Approaching Cross-sector innovation ecosystem collaborations](https://paul4innovating.com/2023/04/11/approaching-cross-sector-innovation-ecosystem-collaborations/): Approaching Cross-sector innovation ecosystem collaborations | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Specific skills and toolkits are needed for cross-sector innovation ecosystem collaborations.](https://paul4innovating.com/2023/04/06/specific-skills-and-toolkits-are-needed-for-cross-sector-innovation-ecosystem-collaborations/): Specific skills and toolkits are needed for cross-sector innovation ecosystem collaborations. | Building Ecosystems for Business Innovation
- [Cross-sector innovation ecosystem collaborations](https://paul4innovating.com/2023/04/04/cross-sector-innovation-ecosystem-collaborations/): Cross-sector innovation ecosystem collaborations | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [We require a more dynamic view of Innovation understanding.](https://paul4innovating.com/2023/04/01/we-require-a-more-dynamic-view-of-innovation-understanding/): We require a more dynamic view of Innovation understanding. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Completing transitions through innovation, ecosystems and sustainable approaches](https://paul4innovating.com/2023/03/21/completing-transitions-through-innovation-ecosystems-and-sustainable-approaches/): Completing transitions through innovation, ecosystems and sustainable approaches
- [What value does an Innovation Ecosystem offer?](https://paul4innovating.com/2023/03/13/what-value-does-an-innovation-ecosystem-offer/): Innovation ecosystems are gaining good traction to build out a more robust innovation management system that can offer the interconnected network of organizations the opportunity to create and commercialize new ideas, concepts, products and services. Participating in innovation ecosystems does have a number of advantages Greater access to a wider range of resources and expertise
- [Innovation Walkabouts we all need for learning and testing ourselves](https://paul4innovating.com/2023/02/24/innovation-walkabouts-we-all-need-for-learning-and-testing-ourselves/): How often do you pause for thought, testing yourself, questioning even simply for ‘just those few minutes,’ to allow yourself to openly challenge where you are and what you are attempting to do? We keep relentlessly moving on, like a wandering herd of buffalo, always looking for fresh pasture, those new feeding grounds. It’s not
- [The power of ecosystem thinking for resolving the innovation complexity of today](https://paul4innovating.com/2023/02/19/the-power-of-ecosystem-thinking-for-resolving-the-innovation-complexity-of-today/): “Opening up our thinking towards ecosystems will have a powerful effect, it alters the way we will approach problems today and in the future, ecosystems offer a greater potential for collaborative growth, impact and sustaining innovating value” Our understanding of innovation is changing; we are evaluating and changing our existing focus from closed (internal orientation)
- [Innovation Software, is it facing the Innovators Dilemma?](https://paul4innovating.com/2023/02/11/innovation-software-is-it-facing-the-innovators-dilemma/): Hobcraft | Innovation Software, is it facing the Innovators Dilemma?
- [Benchmarking Innovation Impact, from InnoLead](https://paul4innovating.com/2023/02/07/benchmarking-innovation-impact-from-innolead/): Benchmarking Innovation Impact, from InnoLead | @paul4innovating
- [We are possibly at a series of inflexion points. Here's one](https://paul4innovating.com/2023/02/03/we-are-possibly-at-a-series-of-inflexion-points-heres-one/): We are possibly at a series of inflexion points. Here’s one
- [Fears of those unknowns](https://paul4innovating.com/2023/02/01/fears-of-those-unknowns/): Fears of those unknowns | @paul4innovating
- [Where will Innovation Management Software go?](https://paul4innovating.com/2023/01/28/where-will-innovation-management-software-go/): Hobcraft Where will Innovation Management Software go?
- [Accelerating Sustainable Energy Innovation](https://paul4innovating.com/2023/01/24/accelerating-sustainable-energy-innovation/): Accelerating Sustainable Energy Innovation
- [The value of having an innovation coach.](https://paul4innovating.com/2012/01/04/the-value-of-having-an-innovation-coach/): Behavioural coaching is big business, by having your personal coach alongside you when you are making a significant change in your role has been invaluable to many executives. Equally in having external support when someone is either stepping up in the organization or making a significant change in their responsibilities has recognised value to that
- [Innovation comes in different forms and problems, all requiring financial support.](https://paul4innovating.com/2023/01/11/innovation-comes-in-different-forms-and-problems-all-requiring-financial-support/): Innovation comes in different forms and problems, all requiring financial support. | @paul4innovating
- [The need for Transformational Innovation](https://paul4innovating.com/2022/12/22/the-need-for-transformational-innovation/): The need for Transformational Innovation
- [Were we all upside down in 2022?](https://paul4innovating.com/2022/12/17/were-we-all-upside-down-in-2022/): Were we all upside down in 2022?
- [The problem of scaling can confuse those innovating.](https://paul4innovating.com/2018/12/03/the-problem-of-scaling-can-confuse-those-innovating/): The problem of scaling can confuse those innovating, can this be changed? I have often been returning to scaling, struggling with finding the best answers. Many organizations struggle with scaling. This can be scaling their organization, their capabilities or more often, taking an idea into a fully scaled delivery. Maybe I have been looking at
- [Barriers to innovation, the cause and effect.](https://paul4innovating.com/2022/10/18/barriers-to-innovation-the-cause-and-effect/): Barriers to innovation, the cause and effect.
- [An innovation framework that offers a formula for sustainable advantage](https://paul4innovating.com/2022/12/06/an-innovation-framework-that-offers-a-formula-for-sustainable-advantage/): An innovation framework that offers a formula for sustainable advantage | @paul4innovating
- [Why do we need to change our thinking about innovation?](https://paul4innovating.com/2022/10/09/why-do-we-need-to-change-our-thinking-about-innovation/): I have been arguing in recent posts about the need to change how we approach innovation. We need to think about designs around innovation ecosystems. In a series that builds the argument so far, I have provided the essential context within this post" Please, we need a different innovation narrative" followed by "Building out our
- [Linking sense of innovating purpose](https://paul4innovating.com/2022/05/16/linking-sense-of-innovating-purpose/): I have been working through my innovative points of focus, those that have, for me, my innovating purpose that needs constant referencing back and adapting to the future needs of innovation. So here are my points of focus with a number of reference links that I have selected and written upon in the past. They
- [Building out our innovation ecosystem in design and thinking](https://paul4innovating.com/2022/09/26/building-out-our-innovation-ecosystem-in-design-and-thinking/): #custom_fieldEcosystem design relies increasingly on building networks and relationships of interconnected organizations organized around one or a few valuable focal points
- [Business Needs Innovation Ecosystems](https://paul4innovating.com/2017/03/14/business-needs-innovation-ecosystems/): The significant transformation taking place around exploiting technology and digital management has made ecosystems and platforms a mainstream prospecting need, in most of our businesses today. We must engage in what all of this means and its business impact. I certainly believe the ecosystem approach will increasingly become the main value-producing stream for innovation delivery.
- [Please, we need a different Innovation narrative](https://paul4innovating.com/2022/09/16/please-we-need-a-different-innovation-narrative/): I have been struggling for quite some time with innovation's increasing difficulties in influencing growth and achieving real impact. I see many comments on the failure of innovation, in its inability to be at the core of an organization's ambitions for growing and changing. Actually it is a long list of issues and concerns that
- [Innovation Passion led me here](https://paul4innovating.com/2022/09/06/innovation-passion-led-me-here/): Innovation Passion led me here | Building Ecosystems for Business Innovation
- [Establishing an innovative business platform adoption approach](https://paul4innovating.com/2022/08/24/establishing-an-innovative-business-platform-adoption-approach/): Establishing an innovative business platform adoption approach | Building Ecosystems for Business Innovation
- [New innovation approaches to counter the fear of Business Contagion](https://paul4innovating.com/2022/08/11/new-innovation-approaches-to-counter-the-fear-of-business-contagion/): What has been changing in how we approach innovation, and have we taken the opportunity to radically revise the innovation system and process accordingly? Many of our innovative approaches or systems are based on very often just an internal perspective, restricted in available resources and limited knowledge and insights, often constraining the evolving new solutions
- [The fear of business contagion requires different innovation response](https://paul4innovating.com/2022/08/08/the-fear-of-business-contagion-requires-different-innovation-response/): We are presently facing a profound set of changes in the conditions that businesses operate within the immediate years ahead, that of the fear of business contagion; these will need a different set of innovation shifts and responses to counter this and seize new opportunities. Over two posts, I want to lay out the underlying
- [Developing a  new framework for risk and innovation.](https://paul4innovating.com/2016/05/19/developing-a-new-framework-for-risk-and-innovation/): I believe we need a new way to manage risk within our innovation activities. It needs to be treated differently from the general 'risk management' criteria applied within our business organizations. In a three-part series, part one outlined the implicit need to align innovation to the corporate strategy, and through this we can determine 'acceptable
- [Treating Innovation Risk Differently, Dealing with Uncertainty](https://paul4innovating.com/2016/05/18/treating-innovation-risk-differently-dealing-with-uncertainty/): We need to open up our thinking about risk and innovation management. We should aim for a really healthy construct that does help all involved or associated with innovation and managing risk, that gives a better chance of pushing beyond the incremental innovation that avoids most risk and disappoints those seeking real growth. In this
- [The Pressing Need to Link Risk into an Innovation Strategy- part one](https://paul4innovating.com/2016/05/17/the-pressing-need-to-link-risk-into-an-innovation-strategy-part-one/): I want to bring together some thoughts on risk and innovation. This is the opening part and sets the scene. I feel we spend less time on managing risk within our innovation initiatives. We so often simply measure risk on established risk/return lines of known existing business criteria, treating it as part of our existing
- [Innovation requires a more dynamic systematic approach](https://paul4innovating.com/2022/07/28/innovation-requires-a-more-dynamic-systematic-approach/): All companies talk about innovation and its growing importance, but why is it that still so few succeed in actually doing it on a repeatable scale? What inhibits innovation? What would drive innovation success? What aspects of innovation are critical to achieving such innovative growth? Where should a company place its emphasis to gain both
- [Most corporations don’t understand how much change is created by innovation. ](https://paul4innovating.com/2022/07/19/most-corporations-dont-understand-how-much-change-is-created-by-innovation/): Applying the three horizon framework to innovation and change I will always recommend this three horizon framework for shaping innovation. So much of our need to think about innovation is about managing differently the today, the tomorrow and the future, these need to be thought through in very distinct ways, to clarify the innovation levels
- [Innovations Degrees of Connectivity, Interactivity and Sharing for Ecosystem Design](https://paul4innovating.com/2022/06/24/innovations-degrees-of-connectivity-interactivity-and-sharing-for-ecosystem-design/): Innovations Degrees of Connectivity, Interactivity and Sharing for Ecosystem Design
- [Phasing the Energy Transition by Technology and Horizon Management](https://paul4innovating.com/2022/06/15/phasing-the-energy-transition-by-technology-and-horizon-management/): Phasing the Energy Transition by Technology and Horizon Management | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Drawing out the different voices within the three horizon methodology for Innovation](https://paul4innovating.com/2015/04/04/drawing-out-the-different-voices-within-the-three-horizon-methodology-for-innovation/): We so often struggle to articulate our innovation activity and then can’t seemingly project our plans into the future in consistent and coherent ways. We often lack the framing necessary. If this rings true of the innovation activity in your organization, then it is in danger of being seen as isolated, one-off events, that fail
- [Thinking sustainability needs a mix of future scenarios.](https://paul4innovating.com/2021/06/03/thinking-sustainability-needs-a-mix-of-future-scenarios/): Sustainability is near top or close to the top of a board's agenda. The growing concerns of several intertwined issues need addressing as they will initiate a significant change to the Business and how it operates and presents itself to the world. Boards are asking where our business fits within and alongside society, both in
- [Knowing Your Innovation Pathway Curve - A methodology](https://paul4innovating.com/2022/05/24/knowing-your-innovation-pathway-curve-a-methodology/): The Pathway Curve Methodology The approach we take to embedding innovation in all its forms is a unique one that we call the Pathway Curve Methodology. Innovation needs to be worked at, to grow into a deeper understanding, over time. It needs to be understood in all its different forms and often many can become
- [The new extended innovation funnel](https://paul4innovating.com/2011/04/13/the-new-extended-innovation-funnel/): The ideas funnel has been with us a long time. We put our ideas into the funnel and then through a process of elimination out ‘pop’s’ finished products. Henry Chesbrough’s famous depiction of the Open Funnel has continued that concept, that ideas enter the more ‘open’ innovation process and go through a more ‘staged gate’
- [The lost innovation pathway](https://paul4innovating.com/2022/05/09/the-lost-innovation-pathway/): I was recently working through a set of older presentation files and came across this extract concerning innovation again and thought I must share this. Sadly, it rings true as much as it did those (many) years back. "Strategy is useless without innovation; innovation is directionless without strategy". Below is an extract from "Reinventing Innovation"
- [Having A Curators Platform for Innovators](https://paul4innovating.com/2018/07/05/having-a-curators-platform-for-innovators-2/): Having A Curators Platform for Innovators
- [The Pathway Curve of Innovation Understanding](https://paul4innovating.com/2010/09/13/the-pathway-curve-of-innovation-understanding/): The pathway curve methodology is a well structured way to move up in innovation understanding.
- [Most Innovation is Becoming Business Model Innovation](https://paul4innovating.com/2015/06/25/most-innovation-is-becoming-business-model-innovation/): As we consider the interplay between innovation, business models and change, it becomes clear that many companies have a definition of innovation that’s far too narrow. Increasingly we need to rethink the scope, depth and breadth of innovation possibilities, as well as the secondary implications of innovation. Ignoring this broader definition of innovation means we
- [Connecting innovating value comes from Ecosystem thinking](https://paul4innovating.com/2020/11/09/connecting-innovating-value-comes-from-ecosystem-thinking/): Ecosystems can offer so much connecting innovating value out there to ‘form’ around. We are witnessing a very radical change, driven by technology, increasingly disrupting and breaking down past traditional boundaries, partly built to defend positions so as to achieve economic scale. There is a new economic logic to building even greater scale, it involves
- [Innovation Mentoring versus Coaching](https://paul4innovating.com/2017/04/05/innovation-mentoring-versus-coaching/): I lot of people get caught out in not knowing the differences between Mentoring and Coaching. Equally, when you are in the coaching mode you need to guard against moving over to the mentoring mode unless it is conscious ways. We are facing highly competitive environment changes. The key to the need of having facilitation
- [The backdrop of digital transformation and its consequences](https://paul4innovating.com/2017/04/19/the-backdrop-of-digital-transformation-and-its-consequences/): Digital transformation is now omnipresent and has the potential to reshape the way all organizations operate. The customer has become absolutely central to this transformation and the push towards the 4th Industrial revolution is driving this transformation wholesale, across all industries and services engaged in business. Let me outline some of the challenges in my
- [Relating to the New Innovation Era](https://paul4innovating.com/2017/07/05/relating-to-the-new-innovation-era/): I firmly believe we are on the cusp of a new innovation era. When you step back and recognize all the different advancements we have been making in designing tools and frameworks, and in understanding innovation, it holds promise. Yet it is this recognition that the present is not working anymore with existing innovation systems,
- [Jumping to a fresh cycle of innovation design](https://paul4innovating.com/2017/09/15/jumping-to-a-fresh-cycle-of-innovation-design/): I have argued in the past that innovation management needs to radically adjust, it requires being designed differently, it needs to be highly adaptive, and technology-driven, it actually is in need of a fresh cycle of design. In my opinion, it needs to be based on the thinking around the shift from products to solutions,
- [Choosing your direction of innovation travel](https://paul4innovating.com/2017/09/27/choosing-your-direction-of-innovation-travel/): Choosing your direction of innovation travel In the past week or so, I have been looking a little harder at the Chemical and Pharmaceutical Industry relating to their direction of innovation travel, it left me a little frustrated. I felt that warm and fuzzy feeling, as I read all too often those comforting words or platitudes of how “innovation is vital
- [Offering You An Innovation Coaching Methodology](https://paul4innovating.com/2018/06/01/offering-you-an-innovation-coaching-methodology-2/): Coaching offers real benefits for innovation. For instance, in Leadership Coaching, the results offer an ROI on the initial investment of nearly SIX times on average. Can you imagine this X return factor going through the roof, going way beyond the initial investment if the innovation outcomes 'take off? One that delivers the level of
- [Time starved, innovation lacking](https://paul4innovating.com/2018/06/13/time-starved-innovation-lacking-2/): Today most executives seem to be time-starved, innovation lacking. They are constantly reacting to daily events, for fix focusing and fixing short-term performance. This applies to the top executive down to the most junior. This time-starved environment has real implications for innovation. If we don’t sit down and think through issues and implication of our
- [So I keep asking myself "What is the role of social media in innovation?"](https://paul4innovating.com/2018/06/14/so-i-keep-asking-myself-what-is-the-role-of-social-media-in-innovation/): So I keep asking myself “What is the role of social media in innovation?”
- [Fitting understanding into the innovation puzzle](https://paul4innovating.com/2018/06/22/fitting-understanding-into-the-innovation-puzzle-2/): Formalizing a new innovation learning-as-a-service is complicated, far more than I originally thought, it is often a puzzle. Still, a certain course has been set and it is now working through much of its structure, learning much myself on the way to fit this within the innovation puzzle we all have. When I was thinking
- [Differentiating Yourself in Innovation Part Two](https://paul4innovating.com/2018/05/30/differentiating-yourself-part-two-2/): So my further part of how we need to set about and differentiate ourselves How do we show the real difference that innovation can provide? I believe we have eight needs to achieve. Each of us will arrive at our own personal understanding of what this "all means". Innovation is about achieving difference so if
- [Differentiating Yourself in Innovation Part One](https://paul4innovating.com/2018/05/28/differentiating-yourself-part-one-2/): How do we show the real difference that innovation can provide? I believe we have eight needs to achieve. Each of us will arrive at our own personal understanding of what this "all means". Innovation is about achieving difference so if we all arrived at the same point of understanding then we actually are defeating
- [Optimism in Innovation, Thinking About Risk Differently](https://paul4innovating.com/2018/09/06/optimism-in-innovation-thinking-about-risk-differently/): Optimism in Innovation, Thinking About Risk Differently
- [Why I like the idea of Energy Fitness Landscapes](https://paul4innovating.com/2020/05/31/why-i-like-the-idea-of-energy-fitness-landscapes/): I have been building out the value in my proposal of having a Fitness Landscape framework within the Energy Transition. Here is why it makes sense. Here in this post, I want to expand on my thinking around navigating a complex landscape that the Energy Transition demands. I am looking at the Energy Transition from
- [Those that learn to frame the Strategic Innovation discussion are the big winners](https://paul4innovating.com/2020/08/10/those-that-learn-to-frame-the-strategic-innovation-discussion-are-the-big-winners/): Constructing an innovation conversation framework is never easy, we all come at it in different ways and when it comes to those strategic conversations, we feel a sense of panic and growing tension as our messages begin to fray at the edges and slip more into tactical, the more we talk. If you just diving
- [Building the Innovation Business Case](https://paul4innovating.com/2021/02/03/building-the-innovation-business-case/): The building always the Innovation Business Case offers a unique approach to tackle one of the real problem areas within innovation- making the case compelling. One of the toughest aspects within Innovation is making the Business Case. Much of the information is imperfect, the returns are often fuzzy and the doubters ready to block and
- [Five Bold Steps suggested for the American Innovation Agenda](https://paul4innovating.com/2021/05/05/reimagine-the-american-innovation-agenda/): I have been reading a report written by Stephen J Ezell of the Information Technology and Innovation Foundation (ITIF) along with a guru of innovation, John Kao, of ILSi on their concerns that something is amiss with the U.S. innovation system. The report "Five Bold Steps Towards a Reimagined American Innovation Agenda", written in February
- [The trough of innovation disillusionment](https://paul4innovating.com/2022/05/06/the-trough-of-innovation-disillusionment/): You get this increasing sense that the ‘fizz’ has gone out of the innovation bubbly, we are seemingly in a trough of innovation disillusionment. The innovation party presently feels a little flat. When we turn up at those creative innovative parties today the numerous delicious canapés to choose from are turning up at the edges
- [So the value we can derive from using Knowledge Graphs](https://paul4innovating.com/2018/08/14/so-the-value-we-can-derive-from-using-knowledge-graphs/): How does Knowledge Graphs fit within our need to communicate in new, visually exciting ways? Let me provide a short narrative to give this a meaning and why it is becoming so important Today we deliver content- It has become far too easy. We are drowning in it on a daily basis. We all suffer
- [The real desperate need for innovation](https://paul4innovating.com/2010/08/03/the-real-desperate-need-for-innovation/): A desperate need for social innovation is where we should focus our energies.
- [Exnovations place in the innovation life cycle](https://paul4innovating.com/2010/08/03/exnovations-place-in-the-innovation-life-cycle/): I was some time back reminded about the term "exnovation" in an interim report prepared for NESTA by the City University, London and the Work Psychology Group entitled "Characteristics & Behaviours of Innovative People in Organizations." Exnovation is if you were unaware, is at the end of the innovation life-cycle, where it "discards" or even
- [The yin yang of innovation understanding](https://paul4innovating.com/2010/08/03/the-yin-yang-of-innovation-understanding/): Can we recognize yin yang as a dual force of innovation? Scholars tell us that there are two natural complementary yet contradictory forces at work within our universe. The Chinese call these ‘Yin Yang’. Yin is regarded as more passive, receptive, more outside-in, whereas Yang is more active, creative and inside-out. These are seemingly
- [Sustaining Competitive Advantage through Innovation](https://paul4innovating.com/2010/08/10/sustaining-competitive-advantage-through-innovation/): A formula for sustaining competitive advantage through a structured innovation framework
- [A Need for a Ministry of Innovation](https://paul4innovating.com/2010/08/16/a-need-for-a-ministry-of-innovation/): I am presently busy preparing for a visit to Singapore. I balance my time between Switzerland and Singapore as my business base and as they are ranked 1 & 3 in the WEF’s Global Competitive Index, it is sometimes hard to get even deeper attention to innovation as this sort of ranking gives a certain
- [The National Innovation Institute argument](https://paul4innovating.com/2010/08/29/the-national-innovation-institute-argument/): Further to my last blog post on the need for a National Innovation Institute, I'd like to expand on this further as I'm presently here in Singapore and feel this is even more topical. Always Singapore provides you with a positive impression when it comes to development. It is a country that consistently experiments and
- [Will we ever learn to manage innovation to make progress?](https://paul4innovating.com/2010/09/05/will-we-ever-learn-to-manage-innovation-to-make-progress/): I was asking myself when are we ever going to really learn about how to manage innovation as we seem to make so little progress? Reading through the latest global survey results from McKinsey entitled 'Innovation & Commercialization, 2010' at http://fwd4.me/cRK and you must wonder with all the activity (and hype) surrounding innovation why we
- [Drawing fresh innovating oxygen into the body](https://paul4innovating.com/2010/09/08/drawing-fresh-innovating-oxygen-into-the-body/): This must be the time of year for all those innovation reports to resurface for fresh innovation thinking. Recently I went back to the OECD report (opener here. http://bit.ly/buIiv8) and began to breathe in more innovating air. Not bad from the OECD but that is one of their purposes in life I suppose. Why? A
- [The Three Horizon Approach to Innovation](https://paul4innovating.com/2010/09/10/the-three-horizon-approach-to-innovation/): The three horizons for innovation thinking| Building Ecosystems for Business Innovation
- [Grounding innovation through convergence and intersections](https://paul4innovating.com/2010/09/30/grounding-innovation-through-convergence-and-intersections/): Jobs-to-be-done seems to be a real convergence point for many innovation thinkers. This needs to be more central in our innovation thinking it seems to me.
- [The systematic understanding of Business Model Innovation design](https://paul4innovating.com/2010/09/20/the-systematic-understanding-of-business-model-innovation-design/): Business model innovation is shaping up to be one of the most challenging aspects of leadership of existing businesses and aspiring leaders do need to fully understand how to map out the business value. The question today being faced by many is how to transform existing business models so as to avoid that race to
- [Business model innovation can really help Venture Capital assessment](https://paul4innovating.com/2010/09/27/the-business-model-innovation-can-really-help-venture-capital-assessment/): I believe the Business model canvas, presented by Alexander Osterwalder & Yves Pigneur in their book “Business Model Generation”, holds a very powerful way for Venture Capital to use in their assessments of promising ventures they are considering for investment. Traditional pitches to VC’s are loaded with financial numbers, providing crisp, well written business plans
- [Are you innovating the Business Model](https://paul4innovating.com/2010/10/08/missing-the-window-of-opportunity-or-seizing-the-advantage-innovating-the-business-model/): Missing opportunity with BMI, not seizing the day
- [Research, platforms and collaboration for Business Models](https://paul4innovating.com/2010/10/17/research-platforms-and-collaboration-move-towards-bmi/): My last week was spent in the UK and it was a fascinating trip when it came to advancing my thinking on innovation. Innovating through new Business Models was constantly being discussed in the meetings, workshops and the conference I attended. It is becoming a lightening rod for growth and change. Let me try and bring
- [Simplicity drives Adoption often in Innovation](https://paul4innovating.com/2010/10/22/simplicity-drives-adoption/): Keeping it simple can often drive adoption. This week I had the pleasure of attending a Brightidea (https://www.brightidea.com/) “Birds of a Feather” event in Zurich. A pleasure clearly, why? Simply because it turned out differently than I had expected. Let me explain. I have a tendency to be wary of claims or statements like “global
- [Shifting to the 21st Century Business models](https://paul4innovating.com/2010/10/25/shifting-to-the-21st-century-business-model-through-management-innovation/): Gary Hamel is amazing, he is constantly thinking about the future and lays out how to get there; he has been doing this repeatedly for years, this time it is discussing the innovation drags we presently have and how they are holding back the 21st Century business models. One quote of his seems to hit
- [Making untested hypotheses compatible to Business model innovation success](https://paul4innovating.com/2010/10/29/making-untested-hypotheses-compatible-to-business-model-innovation-success/): An email from Business model innovation hub (http://bit.ly/bnTd6G) landed on my laptop that stopped me to think a little harder on the whole momentum of Business model innovation. It summarized the 'breaking' collaborative work going on between Alexander Osterwalder, Steve Blank, Alan Smith and Bob Dorf. This is around untested hypotheses coming out of new
- [Taking on the world; innovation as unfettered, different and holistic](https://paul4innovating.com/2010/11/07/taking-on-the-world-unfettered-different-and-holistic-innovation/): Taking a little more time out to delve into the excellent articles provided by Europe’s top innovation on-line magazine, http://www.innovationmanagement.se one article caught my eye. It compelled me to comment upon as it relates to Singapore which is dear to my heart. This was about the Singapore Management University (http://www.smu.edu.sg) and the new Presidents vision
- [Thinking over dynamic capabilities for innovation success](https://paul4innovating.com/2010/11/09/opening-up-your-thinking-to-dynamic-capabilities-for-innovation-success/): As someone who runs a small, independent consulting and research business that is 100% focused on innovation, the focus has to be on capabilities so I am always grateful for the continued involvement of the bigger consulting companies in producing sound, relevant and topical research issues on innovation and the building out greater, well-researched understanding.
- [Moving towards a more distributed innovation model](https://paul4innovating.com/2010/11/15/moving-towards-a-more-distributed-innovation-model/): How are we going to really unlock the true potential of frontline managers, middle managers and the whole workforce for ‘seeing’ and engaging for their contribution to innovation? Far too many organizations still don’t provide the opportunity for everyone to contribute to innovation. I think as open innovation moves from the labs and research centres
- [Placing Design into the Innovation Equation](https://paul4innovating.com/2010/11/18/placing-design-into-the-innovation-equation/): Let me be clear, this is not my blog entry I really wish it was. It is the relevant part of a blog written by Sarah Stein Greenberg (http://ideas.economist.com/blog/design-mind) that just seemed to hit one of those ‘buttons’ that sum something up so well, and in this case, I think the best compliment is to
- [Are we constantly checking for the pulse of innovation?](https://paul4innovating.com/2010/11/22/are-we-constantly-checking-for-the-pulse-of-innovation/): So often our innovation health seems to change abruptly or equally just simply slip away. It could be caused by many things: a call for reorganization or restructuring or a key part of the team decides to leave. It might be the organization has a second quarterly drop in sales and profits or those layoffs
- [Building for the Innovation Business Case](https://paul4innovating.com/2010/11/28/building-for-the-innovation-business-case/): One of the toughest aspects within Innovation is making the Business Case. Much of the information is imperfect, the returns are often fuzzy and unclear in the early stages and the doubters line up ready to block and deter new ideas from entering the commercialization process. Justifying new innovation can be often really hard to make
- [Achieving a sense of renewal to your innovation activities.](https://paul4innovating.com/2010/12/04/achieving-a-sense-of-renewal-to-your-innovation-activities/): Innovating for the future lies with a fresh approach and for that, we need to constantly have this sense of renewal within ourselves. There is a time when your innovation efforts may need a serious renewal and for many this might be now. Knowing when to invest in an innovation renewal and organizing for it
- [Reflections from a tough 2010 for innovating differently in 2011](https://paul4innovating.com/2010/12/13/reflections-from-a-tough-2010-for-innovating-differently-in-2011/): So here we are already in December. Budgets are being argued, numbers fixed, concepts and plans discussed, and those higher hopes that you can build out for a successful 2011 through innovating differently beckons. Tell me what did we learn from 2010 from an innovation perspective that we can build upon in 2011? Here are
- [Reflecting on the drivers for innovation we have choices?](https://paul4innovating.com/2010/12/20/are-we-reflecting-enough-on-the-choice-of-the-drivers-of-innovation/): There are many different places to go and ‘look’ for innovation but often we need to think through a little more of what is driving the changes before we ‘run off’ into finding solutions that are simply immediate to grow our organizations, we need to find time to reflect more. Sometimes they are, of course
- [Social will dominate innovation thinking in 2011 and beyond.](https://paul4innovating.com/2011/01/04/social-will-dominate-innovation-thinking-in-2011-and-beyond/): Putting the word social into our innovation thinking is going to be a really important thing to do in the coming year, if you haven’t already, it will dominate our actions increasingly. The challenges of ‘social’ is everywhere; within organizations, in all sorts of collective movements, in politics, across government, society, markets, academic institutions and
- [Service innovation- can it become more open?](https://paul4innovating.com/2011/01/10/service-innovation-can-it-become-more-open/): For a better understanding of what makes up service innovation, we need to fill in far too many gaps at present, can it become more open?. I’m hopeful that the forthcoming book of Henry Chesbrough: “Open Services Innovation: Rethinking your Business to Grow and Compete in a New Era”, published by Jossey-Bass and being launched
- [Taking the Open Services Innovation Road.](https://paul4innovating.com/2011/01/24/taking-the-open-services-innovation-road/): I have been looking forward to this book; it addresses one of the most important areas of innovation that we have, the service sector and discusses open services. In this last week, I have been reading Professor Henry Chesbrough’s new book “Open Services Innovation: Rethinking your business to grow and compete in a new era”,
- [The Promise of Open Services innovation](https://paul4innovating.com/2011/01/24/the-promise-of-open-services-innovation/): Absorbing the different messages coming out of Professor Henry Chesbrough’s new book has been interesting. The book “Open Services Innovation: Rethinking your business to grow and compete in a new era”, published by Jossey-Bass was just launched in January 2011. The book can go the way of a lightning rod to bringing service innovation up
- [Everything seemingly comes in seven or does it?](https://paul4innovating.com/2011/01/25/so-why-does-everything-seemingly-come-in-seven/): Recently I was going through my files and was amazed how the use of seven came up to form some sort of magic seven frameworks. I’m not sure if we can blame this all on the “seven wonders of the world” but ‘seven’ has some magic perhaps when it also comes to listing. Is it
- [Dedicated Innovation Scientists and Engineers Group - the Growing Imperative](https://paul4innovating.com/2011/01/31/dedicated-innovation-scientists-and-engineers-group-its-growing-imperative/): I believe we are arriving at a point of real value by organizing dedicated innovation scientists and engineers into a specialised innovation unit. Innovation has emerged into part science, part art and design, and plenty of engineering (social and process). Today successfully managing innovation is getting increasingly challenging and placing considerable strain on the present
- [Writing off legacy within your innovation systems](https://paul4innovating.com/2011/02/04/writing-off-legacy-within-your-innovation-systems/): You hear constantly the need for greater speed, increased agility, and effective delivery from ideas to implementations for innovation. Yet we still keep these organizational needs locked into those old structures, systems and processes that have been layered one on top of the other as we learnt about innovation over the years. We often simply
- [Orchestrating the new dynamics of innovation fitness](https://paul4innovating.com/2011/02/07/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
- [Welcome to the brave new world of innovation ecosystems](https://paul4innovating.com/2011/02/12/welcome-to-the-brave-new-world-of-innovation-ecosystems/): Will ecosystems replace simple ‘old’ innovation collaborations as we know them today? Open innovation has suddenly lost its pole position. Board rooms around the world will be thinking through the events that unfolded yesterday and I'm not talking about Eygpt. Just get into the story that has been unfolding at Nokia in recent weeks, it
- [The beginning of a new era for innovation, truly global.](https://paul4innovating.com/2011/02/13/the-beginning-of-a-new-era-for-innovation-truly-global/): Braden Kelley wrote an article entitled “Is the era of Innovation Over?” ( http://bit.ly/h9FCr6) which I would like to build upon. Braden is the author of “Stoking Your Innovation Bonfire” from John Wiley & Sons and is also the editor of Blogging Innovation (http://bit.ly/d2c9aW ). Braden picked up on an article lamenting the seemingly poor state of
- [Accelerating the evolution of Innovation Management PLEASE!](https://paul4innovating.com/2011/02/15/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
- [Social innovation comes of age in Europe](https://paul4innovating.com/2011/02/22/social-innovation-comes-of-age-in-europe/): “Social innovation is about new ideas that work to address pressing unmet society needs” The shifts taking place in Europe The competitiveness and challenges that Europe faces in the next ten years are significant. Innovation has been placed at the heart of Europe’s 2020 strategy. It is this clear recognition that innovation is the best means
- [The power and promise within innovation: shifting up our gears](https://paul4innovating.com/2011/02/28/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.
- [Transform European activities around innovation ecosystems](https://paul4innovating.com/2011/03/03/transform-european-activities-around-innovation-ecosystems/): The challenge today is to transform European activities around innovation. It is the same for the United States as the growth and job mantra will simply come from innovation. In the EU case, Innovation forms a central plank of the 2020 Europe goals. Regretfully the next Titanic is waiting to happen. In recent months there
- [Shortage and Plenty- the growing shift towards Social Innovation](https://paul4innovating.com/2011/03/08/shortage-and-plenty-the-growing-shift-towards-social-innovation/): On 16 and 17 March 2011, Social Innovation Europe will be launched in Brussels. Funded by the European Commission, Social Innovation Europe will create a dynamic, entrepreneurial and innovative new Europe with the intent for Europe to embrace the broader concepts within innovation and set an example globally for this social movement. The aim is
- [Societal Innovation - challenging our future thinking](https://paul4innovating.com/2011/03/10/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
- [Open innovation stands at the crossroads- where to next?](https://paul4innovating.com/2011/03/14/open-innovation-stands-at-the-crossroads-where-to-next/): Although open innovation has been around for some years, it is in the past three to four years the notion of open innovation has accelerated and moved very much and becoming embedded into the structure of many organizations. Presently most organizations are dealing with the roadblocks surrounding open innovation either internally within their own structures
- [Going behind the outside-in of imagination at GE.](https://paul4innovating.com/2011/03/23/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?
- [The Antibodies Sitting in the Innovation Petri Dish](https://paul4innovating.com/2011/04/06/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
- [Walking that narrow innovation pathway.](https://paul4innovating.com/2011/04/19/walking-that-narrow-innovation-pathway/): Walking that narrow innovation pathway needs some rethinking. “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
- [A beta version of a Collaborative Innovation Framework](https://paul4innovating.com/2011/04/25/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
- [Managing different open innovation roadblocks](https://paul4innovating.com/2011/04/20/managing-roadblocks-within-open-innovation/): I always find thoughtful lists extremely helpful to prompt my thinking on different issues, it often helps to unblock my own thinking and for me, this one certainly did for open innovation and possible roadblocks. One such list I compiled from mainly two sources on roadblocks to open innovation. The main source was Dr Brian
- [The thinking behind creating an open collaborative innovation framework](https://paul4innovating.com/2011/04/26/the-thinking-behind-creating-a-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
- [Critical aspects of the Collaborative Innovation Framework](https://paul4innovating.com/2011/04/26/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
- [The shaping of innovation- future directions](https://paul4innovating.com/2011/05/02/the-shaping-of-innovation-future-directions/): Rethinking innovation after a week where I have argued for a more common approach to innovation (see some of my recent posts )- as one that can be well structured and managed - I feel needs to be discussed next. I do fear if we don’t radically rethink innovation we are in danger of missing
- [Questions raised on a collaborative innovation framework](https://paul4innovating.com/2011/05/06/questions-raised-on-a-collaborative-innovation-framework/): Yesterday, 5th May, there was an interesting exchange on #innochat relating to collaborating frameworks for innovation. We have a wiki on this http://cirf.pbworks.com if you care to take a look so you get the context and the suggested framework we are proposing. #Innochat is a lively, informative and inspiring one-hour(ish) discussion on Thursdays at noon
- [My arguments for a common collaborative framework for innovation management](https://paul4innovating.com/2011/05/09/my-arguments-for-a-common-framework-needed-for-innovation-management/): Following the release on Monday, April 25, where we published a Collaborative Innovation Reference Model by Jeffrey Phillips of OVO Innovation and myself, Paul Hobcraft of Agility Innovation, I would like to put forward some further opening arguments for proposing the broad adoption of a common framework for the innovation management process. You can read
- [The Challenges of Real Change Required by Innovation Consultants](https://paul4innovating.com/2011/06/06/the-challenges-of-real-change-required-by-innovation-consultants/): Recently I was reminded of an article by Daniel Krauss, writing on the Forrester blog site (http://blogs.forrester.com) about the “Path to Revolution In Management Consulting” which lead me to reply to his question of “what constitutes a management consulting firm 2.0?” I’ve adapted my view here to reflect where it becomes even more relevant to
- [Triggering Robust to Resilient for Innovation Thinking](https://paul4innovating.com/2011/05/26/robust-to-resilient-for-innovation-thinking/): It is always interesting how one ‘thing’ triggers yet another thought, and then you reflect and learn something that helps you add a new kernel of knowledge and innovative thinking. This happened today while looking at the discussion topic for an upcoming #innochat that happens every Thursday at noon EDT, 5pm UK time. The question
- [Sustaining is Pivotal to Making Innovation Progress](https://paul4innovating.com/2011/06/01/sustaining-is-pivotal-to-making-innovation-progress/): The greater challenge today with innovation is to build a more sustainable framework for innovation to be consistent, like a beating heart, day in and day out and pivotal to that is having a strong innovating driving framework. The struggle is what constitutes the right areas to frame and build innovation capability upon? I argued
- [Is innovation today expected as the panacea to solve all our problems?](https://paul4innovating.com/2011/06/16/is-innovation-today-expected-as-the-panacea-to-solve-all-our-problems/): I am getting increasingly disturbed., this week two people I know and respect have been talking about the innovation effect. Is innovation the business process re-engineering of our decade; is it part of a bubble like the dot.com boom. Is innovation simply a fad and fashionable to talk up when we are in the present
- [Appropriate Innovation Makes Good Sense.](https://paul4innovating.com/2011/06/17/appropriate-innovation-makes-good-sense/): Innovation should always deliver on a specific purpose or promise, often it simply doesn’t. It needs to be suitable to our needs; it needs to resolve a given job-to-be done. In the developed world we are consistently over-delivering innovation for many and there is a given cost to that, which we all pay for even
- [Innovation is swimming in uncertain waters](https://paul4innovating.com/2011/06/20/innovation-is-swimming-in-uncertain-waters/): Innovation is very often swimming in uncertain waters that rise and fall just like the waves in a sea: they are choppy, demanding and exhausting to fight against. As uncertainty constantly arises as we discover more, and expend more energy, the very nature of our original starting point set down in a well-thought-out, and well-crafted
- [Looking beyond that certain innovation bleakness is hard.](https://paul4innovating.com/2011/07/01/looking-beyond-that-certain-innovation-bleakness-is-hard/): I was appalled to read a summary of a recent report that nearly 50 metropolitan regions in the USA- or more than one in seven- are unlikely to bring back their regions to job levels lost in the recession until after 2020 which gives that feeling of real bleakness for all those caught in this.
- [The forming of new structures- the business innovation ecosystem](https://paul4innovating.com/2011/07/05/the-forming-of-new-structures-the-business-ecosystem-of-innovation-federations/): At present we are seemingly in a state of flux, we are learning to move from linear innovation models into more dynamic ones that are increasingly forming around innovation ecosystems to provide for new collaborative structures. Our whole understanding of innovation is changing; we are evaluating and changing our existing focus from closed (internal orientation)
- [The importance of managing our intangible capital is the key for today’s innovating business.](https://paul4innovating.com/2011/07/11/the-importance-of-managing-our-intangible-capital-is-the-key-for-todays-innovating-business/): Today, we are valuing organizations in completely different ways than some years back as intangible capital grows in importance. In the past we were valuing organizations purely on their tangible assets, the ‘hard’ (easier to) quantify assets, shown on the balance sheets as the basis for the value of the organization. Today that is not
- [Learning to absorb new knowledge for innovation](https://paul4innovating.com/2011/07/12/learning-to-absorb-new-knowledge-for-innovation/): In a blog I wrote in November last year entitled “Moving-towards-a-more-distributed-innovation-model”( http://bit.ly/b38ixv) I outlined some thoughts on the flow of knowledge in a distributed innovation model and discussed the Absorptive Capacities more from an internal organizational perspective. Increasingly we are looking outside for new knowledge that needs internally managing. As organizations seek increasingly outside their
- [How can we decouple growth and consumption through innovation?](https://paul4innovating.com/2011/07/15/how-can-we-decouple-growth-and-consumption-through-innovation/): Some weeks back the International Herald Tribune (June 7th, 2011) offered a view by Chandran Nair, the CEO of Global Institute for Tomorrow, under the title “Can the planet support more Americas? Then this week an article “Over-innovation makes US firms suck at Sustainability because they are too innovative” by Jens Martin Skibsted and Rasmus
- [The Navigation of the Three Horizon Framework- An Emerging Guide.](https://paul4innovating.com/2011/08/17/the-navigation-of-the-three-horizon-framework-an-emerging-guide/): I have planned to explore in three simultaneous blogs, a trilogy of blogs, the three horizon model more extensively. It is a most valuable one to build into your thinking about strategy and innovation. This is the final blog of the trilogy on the Three Horizon Framework and offers my thinking on an emerging framing
- [Connecting the Future Across Three Horizons combining Strategy and Innovation](https://paul4innovating.com/2011/08/17/connecting-the-future-across-three-horizons-combining-strategy-and-innovation/): This is part two of three blogs on the Three Horizon Framework and follows my one called “The value of managing innovation across the three horizons.” It further adds to the initial blog I wrote last year, called “the three horizon approach to innovation (http://bit.ly/ck8KfN). That blog gave a short introduction to the three horizon
- [Building an Integrated Innovation Capability Framework](https://paul4innovating.com/2011/11/16/building-an-integrated-innovation-capability/): My real area of dedicated focus and wish to achieve, is in supporting organizations, teams or even the individual, to really build their integrated capability and capacity to innovate as a connected framework. The critical design is of three mutually supporting capability building platforms do need to be put into place. Within an organizational setting,
- [Renewing Innovation through the Social Innovation Agenda](https://paul4innovating.com/2011/07/22/renewing-innovation-through-the-social-innovation-agenda/): The challenges are growing in their social dimension across Europe, the United States and a host of other countries, both developed and developing, that are needing new fresh responses. Social demands will inevitably increase as nations are being confronted with budgetary constraints, increased deficits and mounting debts to resolve. Social needs will become more pressing
- [The Amplified Individual for Innovation](https://paul4innovating.com/2010/08/05/the-amplified-individual-needed-for-innovation/): The Amplified Individual for Innovation | Building Ecosystems for Business Innovation
- [Can innovation lead us to economic recovery?](https://paul4innovating.com/2011/07/25/can-innovation-lead-us-to-economic-recovery/): After some recent #innochat debates (www.innochat.com) around innovation and economic recovery, including the future of Nations, of the US, and of innovation itself and how it needs an organizing framework to work more efficiently, I wanted to dig a little deeper, to get my own head around all of this. We do have real problems
- [Impact investing for social good through new innovation- a growing momentum?](https://paul4innovating.com/2011/07/27/impact-investing-for-social-good-through-new-innovation-a-growing-momentum/): A growing group of investors around the world are increasingly seeking to make investments that generate social and environmental value as well as financial return. Sound impossible? Well, no actually. There is a growing recognition of the need for effective solutions to social and environmental challenges that have increasingly real threat and growing inequalities. Impact
- [The dual forces within our cultural thinking](https://paul4innovating.com/2011/08/03/the-pull-of-the-dual-forces-within-our-cultural-thinking/): I lived for about fifteen years in Asia until a short while ago, and in the before and in the in-between period, I travelled there a lot and often felt the pull of different cultural thinking. Participating in Asia, watching how Asia has evolved has been a real experience, that stays with you as something
- [Economic growth is an outcome of the innovation trajectory we set.](https://paul4innovating.com/2011/08/07/economic-growth-is-an-outcome-of-the-innovation-trajectory-we-set/): Today managing innovation is complex; often success is measured and valued by the creative destruction of others. The ability to ‘evolve’ is very determinant of the knowledge base, either within a given economy or within a ‘federation’ to bring together as something new, offering more value than what is on offer today. Innovation is highly
- [Innovations 'rates of exchange' require better understanding](https://paul4innovating.com/2011/08/19/innovations-rates-of-exchange-require-better-understanding/): Innovation happens across time. We often constrain our innovation because we ‘shoe horn’ any conceptual thinking into a given time, usually the yearly budgetary plan seems to exercise a large influence in this constraining. We should make the case that different types of innovation operate and evolve over different time horizons. I call this the
- [There are two distinct parts to any Innovation Funnel](https://paul4innovating.com/2011/08/19/there-are-two-distinct-parts-to-any-innovation-funnel/): I wrote in an earlier blog called “the new extended innovation funnel” (http://bit.ly/hQTEJz) my reasoning for thinking differently from our traditional view of how the innovation funnel should look like. I feel it should look more like this. The ‘classic’ innovation funnel talked about is wrong for todays job! Certainly every company does have some
- [What are the new paradigms in innovation?](https://paul4innovating.com/2011/08/26/what-are-the-new-paradigms-in-innovation/): There are some huge shifts taking place across innovation activities, are these paradigm shifts? The simple fact that innovation has been thrown open and organizations and individuals can simply explore outside their existing paradigms is offering us something we have yet to fully grasp and leverage. This is a W-I-P for us all. Secondly innovation
- [What makes innovation sticky?](https://paul4innovating.com/2011/08/31/what-makes-innovation-sticky/): To achieve success you not only have to have a repeatable process but you have to ensure what is learnt becomes sticky so it can be used again and again. The company we associate the most with when it comes to ‘sticky’ is 3M for its famous invention of sticky notes. They are used everywhere.
- [Dampening down Innovation Productivity risks](https://paul4innovating.com/2011/09/01/the-risks-of-dampening-down-innovation-productivity/): With many of the leading developed and developing countries experiencing a contracting economic performance we are getting caught in a ‘catch 22’ situation and we are dampening down our innovation productivity. The more our firms do not expand, the lower the innovation productivity rate. The lower the productivity rate, the tougher it becomes to improve
- [The rugged final frontier of innovation - Execution.](https://paul4innovating.com/2011/09/08/the-rugged-final-frontier-of-innovation-execution/): I always smile when people talk about the ‘fuzzy’ front end of innovation, fuzzy tells a story but I think we should name the back end of innovation as rugged to tell an equally important story. This is the end where the ‘last five yards’ separate the winners from the losers. The race before then
- [Should any innovation be nationally structured?](https://paul4innovating.com/2011/09/09/should-any-innovation-be-nationally-structured/): In a recent article I submitted to Social Innovation Europe, they are building and streamlining the social innovation field in Europe, I made some arguments against national borders for social innovation, actually, I'd say any innovation, even in its organizing values. We simply miss to much in today's globally connected world. Let me explain that
- [Seeking Innovation Productivity through Creative Destruction.](https://paul4innovating.com/2011/09/12/seeking-innovation-productivity-through-creative-destruction/): The whole issue of innovation productivity is getting more and more one of the key arguments for re-gaining economic growth. The problem becomes the real impact of ‘creative destruction’ that can often go with this. I recently wrote in a blog (http://bit.ly/mXZjC3 ) called ‘the Risks of Dampening down Innovation Productivity” that with contracting economic
- [Making the first crucial steps towards innovation renewal](https://paul4innovating.com/2011/09/21/making-the-first-crucial-steps-towards-innovation-renewal/): Firstly you have to start out with why you feel a freshening up should be required, should this be radical, distinctive or incremental. What do you actually want to achieve that takes you closer to your aspirations, not just immediate goals? Can the way you conduct innovation today meet that strategic challenge? Does it ‘advance’
- [Hard times need a plan, based on what-survival?](https://paul4innovating.com/2011/09/22/hard-times-need-a-plan-based-on-what-survival/): I was looking through some ‘sage’ advice from McKinsey on managing in a crisis, in really hard times, and one really got me thinking, so I thought I’d share this. “Use the hard times to concentrate on and strengthen your competitive advantage. If you are confused about this concept, hard times will clarify it. Competitive
- [Innovation as the means for Economic Evolution](https://paul4innovating.com/2011/09/23/innovation-as-the-means-for-economic-evolution/): It is suggested that economic growth is an outcome of the innovation trajectory we set. Today managing innovation is complex; often success is measured and valued by the creative destruction of others. The ability to ‘evolve’ is very determinant on the knowledge base, either within a given economy or within a ‘federation’ to bring together
- [Understanding innovation - the W L Gore way.](https://paul4innovating.com/2011/09/27/understanding-innovation-the-w-l-gore-way/): Once in a while, you have to stop and reflect. Why do I keep banging away at innovation, along with countless others? Often I feel we are preaching to the converted, or the ones forced to listen just in case they miss something and are suddenly banished to hell, a non-innovating organization. A place where
- [Patterns of Growth- how innovation spreads and grows](https://paul4innovating.com/2011/09/30/patterns-of-growth-how-innovation-spreads-and-grows/): Patterns of growth- how innovation spreads and grows is taken from a report by Nesta, called "In & Out of Sync". I like this very much for all innovation understanding but here the emphasis is placed on social innovation. Although patterns of growth vary in detail, they highlight four necessary conditions for putting innovative products,
- [Mission Critical for Innovation - Final Delivery](https://paul4innovating.com/2011/10/01/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?
- [Preparing the secret sauce for innovation delivery.](https://paul4innovating.com/2011/10/02/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
- [Declarations and Social Innovation](https://paul4innovating.com/2011/10/03/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
- [Clear trends are shaping the future of innovation](https://paul4innovating.com/2011/10/13/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
- [Plan your innovation resolutions early for 2012](https://paul4innovating.com/2011/10/14/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
- [What's hot and what not in Innovation currently?](https://paul4innovating.com/2011/10/18/whats-hot-and-what-is-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
- [Recognition of a better soft skill taxonomy for innovation](https://paul4innovating.com/2011/11/03/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
- [A quick innovation translation](https://paul4innovating.com/2011/11/04/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,
- [Tacit Knowledge- Rich in its Innovation Implications.](https://paul4innovating.com/2011/11/11/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
- [Innovation is simply in crisis near you.](https://paul4innovating.com/2011/11/21/innovation-is-simply-in-crisis-near-you/): Over the weekend I was enjoying my cappuccino and suddenly it started to taste bitter, not from the actual coffee but from what I was settling down to read of us being in innovative crisis. I enjoy a lot of what Steve Denning writes and his series in nine parts on “Why Amazon Can’t Make
- [The Innovating Power of Eight Words](https://paul4innovating.com/2011/11/24/the-innovating-power-of-eight-words/): Lately eight words have come up more often than not as the new imperative for business, not just for the start up but the more established business to measure themselves against. We live in ‘volatile’ times and they reflect what we have to constantly remind ourselves to do and they just are keeping me buzzing
- [Aware, Exploit and Sustain Innovation Framework](https://paul4innovating.com/2011/11/28/the-aware-exploit-and-sustain-innovation-framework/): I have a secret confession to make, I collect innovation frameworks, there I’ve admitted to it, and feel just that little bit better that one of my innovation secrets is out. This collection has built up over eight or so years and I have certainly seen some really excellent ones but also some seem pretty
- [Is innovation within the consulting sector under enough pressure?](https://paul4innovating.com/2011/12/02/is-innovation-within-the-consulting-sector-under-enough-pressure/): In a recent study (see below for details) it seems innovation activities need to change within what consultants are offerings as services to their clients. The study makes for fascinating reading and answers a number of questions I've been recently having. Let me expand on this: One: there is increasingly less time available within the
- [Innovation Convention 2011, EU organised, Brussels](https://paul4innovating.com/2011/12/07/innovation-convention-2011-eu-organised-brussels/): I was planning to go to this convention held in Brussel over December 5th & 6th, 2011, but eventually was forced to stay back in the office to complete some work for different projects I’m working on. Thankfully the main conference was online so I was able to follow it, even if a little selectively.
- [The Accelerating Innovation Tide Across Asia.](https://paul4innovating.com/2011/12/12/the-accelerating-innovation-tide-across-asian/): Asia is moving towards the remaking of the innovation landscape, I have no doubt about that. Over the next ten years or so, along with a number of other wealth-generating activities, the centre of gravity for innovation will shift increasingly towards the East. I have been lucky to see part of this taking shape in
- [Multiple Use of the Business Model Canvas](https://paul4innovating.com/2011/12/14/multiple-use-of-the-business-model-canvas/): Recently I was having a ‘conversation’ with Alexander Osterwalder concerning the limited adoption of the Business Model Canvas within large organizations. I was asking him if he agreed and if he had any thoughts on this. Now if you know Alex, he is either jetting off to somewhere in the world to keep spreading his
- [My one word is ingenuity for 2012](https://paul4innovating.com/2011/12/18/my-one-word-for-2012-ingenuity/): Some weeks go better than others; I’m sure we all have found that and I can say that this last week has been a good one for me as my focus become fixed on where ingenuity fits within the innovation thinking. I think my weeks are getting better the more I read and explore other
- [A Christmas Story looking out on Innovation](https://paul4innovating.com/2011/12/20/a-christmas-story-on-innovation/): Jim turned from staring through his microscope, rubbing his eyes, and looking out the window. It was dark and the snow was really coming down. The lamppost had turned that funny yellow colour, as more and more snow was falling in the car park and building those little domes of snow on top of everything.
- [Re-ordering the organization’s genetic code for innovation.](https://paul4innovating.com/2011/12/28/re-ordering-the-organizations-genetic-code-for-innovation/): As we enter 2012, what really disappoints me is that we still have not cracked the innovation DNA code sufficiently to embed this within the organization's genetic principles, structures or systems for completing an everyday innovating business. Why is that? I see no reason why innovation cannot be a clear (integrated) management discipline, shared, taught
- [Open Innovation, Technology Platforms and a New Business Model- All-in-One Biggie!](https://paul4innovating.com/2012/01/05/open-innovation-technology-platforms-and-a-new-business-model-all-in-one-biggie/): Recently I was reminded about one of the most ambitious open innovation projects around- the Innovation Medicines Initiative- set up here in Europe. I think you will find this interesting to pick up upon. Without doubt, this is one of the most highly ambitious and bold initiatives I’ve come across. I think anyone seriously interested
- [For whom the bell tolls](https://paul4innovating.com/2012/01/09/for-whom-the-bell-tolls/): I felt the heavy sound of the bells tolling away coming through two articles I have been reading and it reminded me of For Whom the Bell Tolls a famous novel by Ernest Hemingway. I read two short articles over this weekend, one was entitled “Avoiding Innovation’s Terrible Toll” written by Spencer E Ante, published
- [A Business Model Canvas Set to Explode](https://paul4innovating.com/2012/01/13/a-business-model-canvas-set-to-explode/): I’d just finished a workshop on Business Model Canvas about gaining clarity in large organizations, when suddenly the flood gates seem to have opened up a day or so later, for me to see beyond and piece more of it together in my mind. After swirling around in this maelstrom of articles, tweets, new publishing,
- [Shoring up the fragile innovation system, call GE](https://paul4innovating.com/2012/01/18/shoring-up-the-fragile-innovation-system/): Well, the World Economic forum’s annual meeting is beckoning later this month. During the period of 25th to 29th January, the WEF attempts to engage business, political, academic and other leaders of society to shape global, regional and industry agendas.( http://www.weforum.org/) Just released on 18th January is the GE Global Innovation Barometer with the results
- [Those disruptive moments when you simply need to let go](https://paul4innovating.com/2012/01/23/those-disruptive-moments-when-you-simply-need-to-let-go/): Emotional attachment prompts some incredibly strong bonds, a host of clear affections and different reactions when it comes to our favourite brands or products but then something disruptive happens and these bonds are broken. When something suddenly ‘disrupts’ this, it triggers a set of mixed emotions that shakes you and stirs up different feelings that
- [Innovation jobs-to-be-done](https://paul4innovating.com/2012/01/24/innovation-jobs-to-be-done/): I tend to not like offering up checklists as blog posts, you know those one hundred and one ideas for this or that, although I have to admit I like collecting them as a kick-starting resource. Today I decided to change my mind, Why? Well, I think those of us involved in innovation need to
- [Your dominating innovation design is?](https://paul4innovating.com/2012/02/01/your-dominating-innovation-design-is/): Each organization seems to favour one design approach over another when it comes to how they innovate. It favours either the more comfortable repeatable zones or is determined to push the boundaries out on its innovation activities. We often talk about simply incremental and radical, yet we do have other choices such as a more
- [Unfreezing the middle, seeing a different innovating prospective](https://paul4innovating.com/2012/02/03/unfreezing-the-middle-seeing-a-different-innovating-prospective/): This past week we had a #innochat tweet session(www.innochat.com) around Jeffrey Phillip’s book “Relentless Innovation”( http://amzn.to/xXoHof ). The chat was framed around a set of questions here (http://bit.ly/Awvh5E ) but basically the premise of Jeffrey’s thinking was "can it be possible to shift from business as usual (BAU) to innovation business as usual”? He suggests
- [Shifting paradigms, refreezing the organization for innovation](https://paul4innovating.com/2012/02/06/shifting-paradigms-refreezing-the-organization-for-innovation/): I would like to continue on "unfreezing the middle" for innovation to really take hold and have a greater momentum in organizations, we often have to unfreeze them. Largely it is about our ability to unlock those ‘frozen innovation moments or the assets associated with them.’ To radically redesign the approach to innovation that today
- [A recognition that innovation is a complex adaptive system](https://paul4innovating.com/2012/02/09/a-recognition-that-innovation-is-a-complex-adaptive-system/): Maybe I’m taking on more than I can chew here but I’m going to attempt to explain why innovation can be so complex and requires an adaptive system. I apologise if it does not work for you, or you simply just give up on this but I am going to try to explain innovation as
- [The Real Need Is Achieving Innovation Fitness](https://paul4innovating.com/2012/02/14/the-real-need-is-achieving-innovation-fitness/): So how do we achieve a greater innovation fitness? This begins to show you the way www.innovationfitnessdynamics.com is new and perhaps your possible innovative workout gym. Firstly stop and survey our world from a new advantage point Can you imagine standing on top of a mountain, looking out across a vast expanse of nothing but
- [Finding space for growing innovation](https://paul4innovating.com/2012/02/16/finding-space-for-growing-innovation/): Making innovation a constant daily task for everyone in finding time and space to become involved in, is certainly a real problem for many organizations. Innovation does not sit comfortably alongside efficiency or effectiveness as it requires a much looser structure. It constantly ‘flies’ in direct conflict too much for many within organizations to create
- [Innovation has layers that shear against each other.](https://paul4innovating.com/2012/02/21/innovation-has-layers-that-shear-against-each-other/): “Slow constrains quick, slow controls quick” There is so much built in tension, bias, barriers, mindsets, mental model conflicts, and all types of friction seemingly going on around us, you must sometimes think all our organizations can only be totally dysfunctional. Has anyone not come across some or all of these? Dysfunctional leadership symptoms and
- [The Innovating Era: Creative Destruction or Destructive Creation?](https://paul4innovating.com/2012/03/01/the-innovating-era-creative-destruction-or-destructive-creation/): We have been entering some perilous times recently and I can’t imagine when Joseph Schumpeter outlined his groundbreaking efforts for explaining “creative destruction” he or anyone else, could imagine this being flipped around to what we are facing more today, in a more innovative era, that of “destructive creation”. Schumpeter saw “creative destruction” as the
- [The separation effect required for innovation choices](https://paul4innovating.com/2012/03/08/the-seperation-effect-required-for-innovation/): I have recently been in some different discussions about the merits and balances required for the separation to manage incremental and radical innovation. Partly this is in preparation for a workshop later this month but partly from a conversation, I am having with a sizable, well-respected organization, with its head office based here in Europe.
- [Critical intervention points of innovation peer-to-peer engagement](https://paul4innovating.com/2012/03/14/critical-intervention-points-of-innovation-peer-to-peer-engagement/): I've been reading a fair amount recently about the "lack" of innovation leadership within organizations. Where there is smoke there has to be fire I suspect, but does it need to be so? Internal leadership of innovation suffers from exactly the same critical problem that the people working on innovation suffer from, of a lack
- [Crossing on a red light at the innovation intersection is really dangerous](https://paul4innovating.com/2012/03/18/crossing-on-a-red-light-at-the-innovation-intersection-is-really-dangerous/): How often have we left it too late, we are suddenly under pressure. We need to get to that critical meeting and we take risks, or we simply just left it too late, so we ‘run the red light’. If we get to this point we are not just the ones in danger but we
- [Innovation Empowerment Is So Elusive](https://paul4innovating.com/2012/04/04/innovation-empowerment-is-so-elusive/): Looking across a sea of faces you feel that certain resigned feeling, that lack of empowerment, you press on, encouraged by the movement, not within the eyes but the clock. Is that the only thing ticking? You shudder. How many times have you felt that ‘wave’ of oppression when one colleague looks nervously at his
- [A No Better Moment](https://paul4innovating.com/2012/04/06/a-no-better-moment/): When you have some sun on your back after a long period of those winter months, you just always begin to feel life is so much better going forward. Life seems to reawaken within. I often wish we could capture the ‘sense’ of spring and what it promises to bring from this change of season.
- [The Innovation Rubik Cube Approach](https://paul4innovating.com/2012/04/13/a-rubik-cube-approach-to-innovation/): I’m sure we have all come across the Rubik Cube, a 3-D mechanical puzzle, invented in 1974 by Erno Rubik as one of the world’s best-selling toys. The classic cube has six faces covered by nine stickers each offering a solid colour (white, red, blue, orange, green and yellow). The cube has a pivot mechanism
- [Twenty critical questions on innovation to be resolved for succeeding](https://paul4innovating.com/2012/04/16/twenty-critical-questions-to-be-resolved-for-succeeding-in-innovation/): Some time back I compiled a list of those critical areas that I felt need addressing for innovation to have a chance of success. Going through them again today and in light of different insights picked up on the way, I added more of a descriptor to each. I certainly think these reflect the struggles
- [Linking innovation context to the process](https://paul4innovating.com/2012/04/23/linking-innovation-context-to-the-process/): Time passes extremely quickly, particularly when you enjoy yourself, or so it seems for me. I was surprised, going through some of my past blogs, that the time between related entries on the need for having in place a sustainable competitive advantage framework on innovation has been longer than they it should have been. This
- [Putting the “R” into Innovation to shed legacy](https://paul4innovating.com/2012/04/27/putting-the-r-into-innovation/): Shellfish poisoning, have you ever suffered from it? There is rule that when there is not a “R” in the month you should be more careful on eating clams, oysters, mussels or scallops. Today with more commercial harvesting that risk or rule has been greatly reduced. I gather in the months of May, June, July
- [The four framing technique for critical innovation questions](https://paul4innovating.com/2012/04/30/the-four-framing-technique-for-critical-innovation-questions/): Often we do get a little muddled on our framing assessments for any innovation activity we are considering, and we then often don't ask the appropriate questions at the right time. I think there is a neat four-box approach to this which hopefully you might see has value to your rating and judgements of the
- [The essential innovation vision](https://paul4innovating.com/2012/05/02/the-essential-innovation-vision/): In a recent leadership study on innovation by Capgemini Consulting, one of the study's top-line concerns was the lack of a well-articulated innovation strategy, and then beyond this, a lack of organizational understanding of the linkages required. It is amazing how many organizations lack a clear innovation vision and an explicit set of statements from
- [Interpreting the Strategic Discussion for Innovation](https://paul4innovating.com/2012/05/07/interpreting-the-strategic-discussion-for-innovation/): The struggle for innovation alignment is one of those real challenging issues that are seemingly very hard to resolve, or so it seems. I’m not setting out a comprehensive solution here, well not in this blog, of the suggested ways to address this strategic/innovation alignment issue, as that is far more complex. All I will
- [Making the appropriate impact](https://paul4innovating.com/2012/05/18/making-the-appropriate-impact/): How do we set about and measure the impact of something or somebody? Impressions do matter, snap judgements can shape and influence so much that you can actually spend your precious time simply defending and justifying something or someone. This applies to a new product as much as it applies to ourselves and how we
- [Hacking away in the undergrowth, moving towards innovation](https://paul4innovating.com/2012/06/01/hacking-away-in-the-undergrowth-moving-towards-innovation/): So you have your trusty machete, sharp, well-balanced and honed to cut through all the undergrowth that presently 'pins you in' and move towards the innovation land. You plan to beat a path to the promised land where you have heard it is full of milk and honey from the occasional traveller that was passing
- [Establish a different global thinking for your innovation.](https://paul4innovating.com/2012/06/13/establish-a-different-global-thinking-for-your-innovation/): When you read through a paper on transformative innovation by the Corporate Executive Board (CEB) at www.executiveboard.com that offers in its conclusion: “Innovation teams have been reorganized, de-layered, downsized, and (increasingly) dispersed, weakening the underlying structure of many companies ’innovation efforts" you do stop and reflect. Then you read in one of the latest McKinsey
- [The Case for Re-engineering Your Innovation Process (part one)](https://paul4innovating.com/2012/06/14/the-case-for-re-engineering-your-innovation-process-part-one/): Real innovation is slowly grinding to a halt in many organizations. If the top leadership are not totally engaged in driving innovation it struggles, it grows in complexity; it gets bogged down in the internal politics of self-preservation and delivers only a ‘watered down’ end result, seen far too often to be a lasting sustaining
- [Risk aversion is just making us all feel ordinary](https://paul4innovating.com/2012/06/21/risk-aversion-is-feeling-comfortable-with-just-being-ordinary/): It really depresses me when you hear the remark “actually, in all honesty, we have no appetite for innovation, we are so risk-averse.” Actually it is heard a fair amount if you ask about risk and innovation. This is often never stated in earshot of others within the same organization, it comes in a sudden
- [The Case for Re-engineering Your Innovation Process (part two)](https://paul4innovating.com/2012/06/15/the-case-for-re-engineering-your-innovation-process-part-two/): There are a host of reasons ‘renewal’ might be needed to be explored as part of a more radical redesign of your innovation system. Today, when markets are especially tough, looking long and hard at what you have and jettisoning what you don’t need becomes essential to reposition yourself as leaner and more flexible, far
- [Striking the balance for exploitation across different innovation horizons](https://paul4innovating.com/2012/06/19/striking-the-balance-for-exploitation-across-different-innovation-horizons/): Nobody said innovation was easy and I was reminded of that recently. Innovation can certainly be, without doubt, fairly complicated in larger organizations. What must not be forgotten is that we must manage the innovation activities across all the three horizons of innovation and that adds even more complexity. What is ensured from this complexity
- [We seem to pass over distinctive innovation, why?](https://paul4innovating.com/2012/06/24/we-seem-to-pass-over-distinctive-innovation-why/): I see so many suggestions on the types of innovation, actually, I’ve offered a few myself, just go and take a look at http://cirf.pbworks.com for a different slant on this. For me, one 'type' of innovation that seems always to be often passed over is distinctive innovation in discussions. Why is that? Most people work
- [Lingering dogma, fixed mindsets, tensions and conflicting needs](https://paul4innovating.com/2012/08/03/lingering-dogma-fixed-mindsets-and-conflicting-needs/): Sometimes you would be amazed at the underlying tensions that occur when you get into those discussions around the board table on what and where innovation contributes to strategic direction. Even managing the present portfolio of innovation initiatives gets caught up in these underlying tensions as it becomes another opportunity to open up the old
- [Are we all upside down?](https://paul4innovating.com/2012/07/23/are-we-all-upside-down/): This is one of those rants occasionally I feel a real need to express. Forgive me, normal service will be resumed after this 'break'. Coffee in hand, soapbox set up, let me begin. Today, we are all struggling to transform ourselves in our businesses, even just within ourselves, to adjust to the current economic difficulties
- [Making those increasing connections](https://paul4innovating.com/2012/07/02/making-those-increasing-connections/): I am always looking for innovations connections. This last week I’ve been working around some different themes that grew in interest the more I investigated them, both in their importance and messages. I’m undertaking a rather exciting approach to describing innovation, within a collaboration venture, that gets more exhilarating and inspiring as we explore, clarify
- [A call for a more open collaborative innovation consulting framework](https://paul4innovating.com/2012/07/06/a-call-for-a-more-open-collaborative-innovation-consulting-framework/): We are coming up to nearly 10 years since Dr Henry Chesbrough wrote his first book on open innovation as the necessary business imperative. There has certainly been considerable progress in many business organizations to embrace this open collaborative principle. “Open innovation is a paradigm that assumes that firms can and should use external ideas
- [An Ideal Innovation Client Engagement Process](https://paul4innovating.com/2012/07/10/an-ideal-innovation-client-engagement-process/): Some years back I came across a visual suggestion of what a client engagement should entail. I had been for years ‘casting around’ looking for something that gives the process a good structure and clarity. So I reworked it for my ‘ideal’ way to approach the client engagement process needed for my innovation work and
- [Self-inflicted wounds on innovation](https://paul4innovating.com/2012/07/17/self-inflicted-wounds-caused-by-jumping-hurdles-and-closing-gates-on-innovation/): Many organizations have made Stage-Gate or a mutation of it, their ‘go-to’ innovation process that all innovating concepts and ideas must ‘somehow’ pass through. We are often giving self-inflicted wounds caused by jumping hurdles and closed gate around managing the innovation process, Squeezing all types of innovation through this, for whatever people claim is a
- [A new raison d’être for HRM through innovation engagement](https://paul4innovating.com/2012/07/30/a-new-raison-detre-for-hrm-through-innovation/): It is widely recognized that Innovation is in need of a significant transformation on how it is designed, developed and executed in most organizations. Traditional approaches to managing this simply need ripping up and redesigning to allow innovation to become more the central core. In most organizations the Human Resource Management (HRM) function seems to
- [The long and winding road we travel in the name of innovation](https://paul4innovating.com/2012/08/07/the-long-and-winding-road-we-travel-in-the-name-of-innovation/): Innovation is a long hard and tough journey. Regretfully we do ourselves no favours in not having a common language, a repository of proven techniques and methodologies. We often continue to layer on to the existing often failing to consolidate and validate. I get frustrated as you look around there are most of the answers
- [Renaissance comes from combining art and science for innovation](https://paul4innovating.com/2012/08/09/renaissance-comes-from-combining-art-and-science-for-innovation/): “The art of innovation needs to be broken out of the science that needs to be applied”. I wrote this in my last article and I thought some might ask “what the heck does he mean by that?” So I owe an explanation, perhaps partly to myself as well. I’ve often heard and read that
- [Innovation from a buzzword to the imperative](https://paul4innovating.com/2012/08/16/from-a-buzzword-to-the-imperative/): I keep coming back to the leadership of innovation; we need to move it from the peripheral to a more central one. This is not so much in a leader’s desire and need for innovation, which always seems well stated, but in their ability to lead it, to have it not just in their mind
- [People, motivations and a well-designed innovation framework](https://paul4innovating.com/2012/08/28/people-motivations-and-a-well-designed-innovation-framework/): We still do not seem to understand all the linkages that make up innovation. We just continue to struggle because we don’t connect all the essential parts together. We need too. I think there are different components that when combined can form the innovation ‘glue.’ Let me suggest some that can be combined well within
- [Fitting existing culture and innovation- no chance!](https://paul4innovating.com/2012/08/22/fitting-existing-culture-and-innovation-no-chance/): “Culture is something we can’t touch but we can feel” and innovation is highly dependent on the right cultural environment to thrive All around us we have culture. Where we live, how we see ourselves against others, who we identify with and how we react when ‘our’ culture gets threatened. We become comfortable, sometimes complacent
- [Two sides of an equation for shaping innovation.](https://paul4innovating.com/2012/08/24/two-sides-of-an-equation-for-shaping-and-encouraging-innovation/): To manage innovation you have to move across a broad spectrum of activities. You need to think through Structure, Strategy, Processes, Culture, Metrics and a host of other aspects to support a robust innovation management system. When it comes to fostering innovation we do get more into the fuzzy part that for many is made
- [Identification sits at the core of innovation](https://paul4innovating.com/2012/08/29/identification-sits-at-the-core-of-innovation/): There are so many aspects to get right in innovation. These can be ensuring the culture, climate and environment for innovation are working well, it could mean setting up processes, well-designed procedures and structures, it can be providing innovation governance. Each part has a vital part to play in being combined for innovation, so it
- [Leaders need to engage and drive innovation](https://paul4innovating.com/2012/09/05/leaders-need-to-engage-and-drive-innovation/): It continues to amaze me; actually it is depressing that although our business leaders constantly confirm that innovation is in their top three priorities yet they stay stubbornly disengaged in facilitating this across their organizations, especially the larger ones. Of course I am not suggesting this is all our business leaders but I would argue
- [Seeking engagement for innovation change](https://paul4innovating.com/2012/09/11/seeking-engagement-for-innovation-change/): I’m right in the middle of a launch of the Executive Innovation Work Mat approach, a series of seven blogs outlining a framework and structured approach to this. During the seven days these will document seven important “domains” that determine innovation success or failure. Each domain creates innovation potential, but sustained, successful innovation requires a
- [Lining up the fundamentals in leadership and innovation](https://paul4innovating.com/2012/09/13/lining-up-the-fundamentals-in-leadership-and-innovation/): A week can feel like a long time, actually this present week has got condensed from six months of investigating, exploring and debating but even now it is only the beginning, that testing moment when you bring out into the public domain the work around a new framework for innovation. It is what happens after
- [The Overarching Proposition for the Executive Innovation Work Mat](https://paul4innovating.com/2012/09/16/the-overarching-proposition-for-the-executive-innovation-work-mat/): When you begin to think through something that might change the present dynamics within innovation and its management it becomes exciting. When you develop an emerging answer, by recognizing one really critical gap that needs filling, it becomes hugely exciting actually. Not just in researching it, in debating it but in eventually constructing a sound
- [Innovation struggles to integrate fully within the organization](https://paul4innovating.com/2012/09/24/innovation-struggles-to-integrate-fully-within-the-organization/): In the past few weeks I have outlined the existing gaps at the leadership level on innovation engagement and innovations continued lack of being integrated into an organizations strategy. Time and time again there are new reports, surveys and different comments made on this serious disconnect still going on that needs clear resolution. It is
- [Seeking engagement through innovation to galvanize growth](https://paul4innovating.com/2012/10/01/seeking-engagement-through-innovation-to-galvanize-growth/): We need to become really worried over our potential to galvanize growth again, across many of our economies. There is this growing feeling that in Europe, perhaps even the United States, we are in for a prolonged drawn out ‘slump’ with the possibilities of a Japanese-style lost decade. Crash austerity programmes are compounding deeper economic
- [The Flickering Light of Social Innovation](https://paul4innovating.com/2012/10/05/the-flickering-light-of-social-innovation/): Without doubt one of the most exciting areas of innovation, social innovation, that is developing initiatives that are attempting to tackle the real societal issues, has had a very tough time in the last year or so. The need for social innovation and where it is contributing and aspires to resolve, has not gone away
- [Making innovation practice spread](https://paul4innovating.com/2012/10/08/making-innovation-practice-spread/): Recently I have enjoyed reading Peter J Denning’s thoughts around innovation. He is Distinguished Professor of Computer Science and Director of the Cebrowski Institure for information innovation at the Naval Postgraduate School in Monterey, California. He discusses adoption, team practices, ubiquity, networks, language actions, the practice of innovation and other related topics. All are stimulating
- [What is the missing cost of not innovating?](https://paul4innovating.com/2012/10/12/what-is-the-missing-real-cost-by-not-innovating/): We can often be asked “what is the ROI on this particular innovation or alternatively, on our innovating activity?” This questioning increases particularly when there grows even more uncertainties in marketplaces, when you are forced into making tougher investment decisions, in allocating resources, in adjusting a strategy to meet changing circumstances. Then you get the
- [What is top of your mind? Mine's innovation and value creation](https://paul4innovating.com/2012/10/17/what-is-top-of-your-mind-mines-innovation/): I’ve been watching the debate for the Presidency of the United States and thankfully the second one became a more ‘alive’ one, one that offered a good value where you felt some real tensions on different issues. One of the most central discussion points was around jobs- creation, partly from bringing them back to America,
- [Preparing Ourselves for Innovation Standards](https://paul4innovating.com/2012/10/24/preparing-ourselves-for-innovation-standards/): There has been going on for a good few years, the continued debate around finding and adopting a set of standards for innovation. I blow a little hot and cold on this, this is not dependent on the time of day but the very “force” that is pushing any agenda along on this. Far, far
- [What is your capacity for innovation really like?](https://paul4innovating.com/2012/11/04/what-is-your-capacity-for-innovation-really-like/): In a series of articles I’d like to explore the value of knowledge and education for innovation. Part one - an opener to innovation change How do we advance the learning needed for innovation? In my last article I wrote about the need to prepare ourselves for some forthcoming standards for innovation. In a number
- [Building a Core into the Capabilities of Innovation](https://paul4innovating.com/2013/01/15/building-a-core-into-the-capabilities-of-innovation/): I think most would agree there is a continuing need is to build the management of innovation into a clear organizational capability, where innovation becomes a continuous effective innovation process. If you don’t agree, then I’d suggest you don’t bother to read on! The struggle to date is that innovation remains hard to manage well;
- [The real value of knowledge exchange](https://paul4innovating.com/2012/11/07/the-real-value-of-knowledge-exchange/): Continuing in the series on knowledge exchanges and education for innovation. Part two - what needs to improve in innovation? I asked in the first part of this series of blogs –How do we advance the learning needed for innovation? So first, do we (all) agree that we do need to improve the education around
- [Reducing confusion, promoting diffusion for new knowledge in innovation](https://paul4innovating.com/2012/11/09/reducing-confusion-promoting-diffusion-for-new-knowledge-in-innovation/): The third and final part of exploring knowledge and education for innovation. Part three - the value is in changing, doing and exchanging How are we going to engage more people within the innovation process? Getting people involved is getting people “doing”. We learn far more when we are doing and gaining experience yet organizations
- [Seeking common cause through innovation](https://paul4innovating.com/2012/11/19/seeking-common-cause-through-innovation/): Although it is simple to state, creating a common language for innovation is very hard, demanding work. To begin to create it, then to gain a broader identification with its make-up and then to build upon it requires some dedicated time and effort, but above all, it needs recognition of its importance to obtaining a
- [Using visuals to understand the business offering and its evolution.](https://paul4innovating.com/2012/11/27/using-visuals-to-understand-the-business-offering-and-its-evolution/): I do so enjoy doing a wordle (www.wordle.net), they make you feel a whole lot clearer on what and where any focus might be, or has been, from a perspective of my business and how it is evolving in content and areas of value for any innovative offering to clients. Towards the end of a
- [Forming the unified view on innovation design](https://paul4innovating.com/2012/12/03/forming-the-unified-view-on-innovation-design/): Although we are seeing a number of cases where innovation in its structures, functions and design are evolving, we still have not achieved the mainstream recognition of innovations importance within the boardroom. In many organizations it still lacks a clearly separated ‘voice.’ Its present voice tends to be fragmented within its parts represented by the
- [Innovation failure starts at the top](https://paul4innovating.com/2012/12/07/innovation-failure-starts-at-the-top/): So who do you think form the group that are the most likely candidates for innovations consistent failure? It may surprise you to know that most fingers point straight to the top of the organization as the main cause for its enduring failure. I don’t think this is sour grapes of the people working away
- [Can we overturn built-in innovation legacy?](https://paul4innovating.com/2012/12/10/can-we-overturn-inbuilt-innovation-legacy/): Often organizations are weighed down by legacy. This comes in many forms; in its culture, in its history, its core markets or products, in its systems, structures and processes built around innovation practice. Today, we are confronted with a very different global marketplace than in the last century. National borders and regulations built to protect
- [Journeying across the darker side of the innovation moon](https://paul4innovating.com/2012/12/13/journeying-across-the-darker-side-of-the-innovation-moon/): When you decide to make any trip, you need to have some sort of roadmap to navigate yourself by. The difficulty is when you decide to step into the other side of the often known, into the lesser-known or completely unknown sides of innovation, where there seems to be no decent roadmap, the enjoyment is
- [The weak influence of strategy over our innovation activities](https://paul4innovating.com/2012/12/24/the-weak-influence-of-strategy-over-our-innovation-activities/): All too often strategy is not influencing the behaviours and outcomes around innovation, it is simply allowing them to be left to chance. Innovation is often being pushed down the organization for others to interpret and offer their answers. This lack of alignment and top leadership engagement is one of the main causes why many
- [Living through 2013 on a meal of innovation resolutions alone](https://paul4innovating.com/2012/12/30/living-through-2013-on-a-meal-of-innovation-alone/): Making any sort of resolutions that work for the new year on innovation, just seem never easy to keep. Our resolve weakens or we get distracted as the year evolves. For a business, I regard the equivalent of resolutions as statements of intent, but they do need to be backed up by underlying logic. I've
- [Surfacing the challenges and road blocks to innovation.](https://paul4innovating.com/2013/01/05/surfacing-the-challenges-and-road-blocks-to-innovation/): Jeffrey Philips wrote recently a blog entitled “what really blocks innovation” that he has seen at executive level towards innovation when introducing the work mat approach he and I developed. He put these into four framing boxes that make up the potential barriers. I agree with all of what he says and more. I’d like
- [Leaders are feeling the effects of Innovation Vertigo says GE](https://paul4innovating.com/2013/01/18/leaders-are-feeling-the-effects-of-innovation-vertigo-says-ge/): GE have just released their latest Global Innovation Barometer survey and they are strongly detecting “Innovation Vertigo” from the survey conducted through more than 3,000 senior business executives in 25 countries. This 'dizziness' for many is being caused by a growing unease with the continuing changing dynamics of today’s business landscape and uncertainty over the
- [The innovation word within the World Economic Forum](https://paul4innovating.com/2013/01/20/the-innovation-within-the-world-economic-forum/): I was reading through the World Economic Forum’s agenda for this year’s meeting in Davos, taking place between 23rd to 27thJanuary, 2013 and saw Innovation is back on the agenda, big time. The agenda is a collective ‘innovation tour de force’ to solve all of our current ills for our leaders to work through, to
- [Heat-seeking innovation that comes inbound from a panel discussion](https://paul4innovating.com/2013/01/23/heat-seeking-innovation/): I’ve been listening to and watching some of the discussions and panels coming out of the World Economic Forum and the value is worth the investment. I’ve saved the $40k that it is estimated to attend this annual event and I can certainly find the time to absorb what is being said in my own
- [Strike! Innovation is on strike!](https://paul4innovating.com/2013/03/27/strike-innovation-is-on-strike/): Many years back to sell newspapers, sensational headlines were conceived to get immediate attention so people would buy the paper. It went like this “Strike! Innovation is on strike! Read all about it” Today innovation is actually on strike! Just take a look at this: A strike of declining investment, of a lack of confidence,
- [Millennials see innovation differently from today's leaders.](https://paul4innovating.com/2013/01/25/millennials-see-innovation-differently-from-todays-leaders/): Deloitte Touche Tohmatsu Limited (DTTL) has provided a set of interesting results from a survey of the world’s future leaders and what they think about innovation released for the World Economic Forum, January 2003 The top line was only 26% of those surveyed believed their current organization's leaders encourage the practices that foster innovation. This
- [The fog surrounding innovation is disorientating me](https://paul4innovating.com/2013/02/02/the-fog-surrounding-innovation/): I’ve been in a little bit of an innovation fog recently, I’m possibly losing orientation. I hear so much sound around me but it is becoming disorientating, I’m not sure where to tread. Am I heading in the right direction, or going off on a tangent, away from much that is “the place to be”.
- [Fast-forward into the Innovation Future](https://paul4innovating.com/2013/02/07/fast-forward-into-the-innovation-future/): In my last posting (http://tinyurl.com/af6vj6k) I spoke of the innovation fog surrounding me and that I was losing my orientation. This had caused me to press the ‘pause’ button so as to wait and allow the fog to lift. Then I could rely on my innovation compass a little bit more with confidence as it points
- [Different perspectives of thinking can influence your innovating future](https://paul4innovating.com/2013/02/11/a-little-bit-of-different-thinking-can-influence-your-innovating-future/): Following on from the Innovation Futures project (www.innovation-futures.org) that I’ve been exploring recently, I would like to pick up on the way the authors clustered innovation into broad forms that give us different perspectives and thinking of innovation. They felt these offered the major trends and innovation patterns and I felt are worth high-lightening here
- [Mapping innovation across the three horizons](https://paul4innovating.com/2013/02/18/mapping-innovation-across-the-three-horizons/): One of my most exciting areas within my innovation activities is applying the three horizon methodology, for working through the ‘appropriate’ lenses for different innovations and their future management. Let me outline the rationale for adopting this within your organization. Clarifying our options requires multiple thinking horizons For me, the three horizons have great value
- [Taking ownership for innovation - the litmus test.](https://paul4innovating.com/2013/02/21/taking-ownership-for-innovation-the-litmus-test/): There is always a healthy debate on who has ownership of innovation within any organization. Often it can boil down to where the innovation concept is along the pipeline or who has been designated with manoeuvring or piloting the innovation through its different stages. The reality of lasting ownership is much tougher; there are huge,
- [Thinking about scalable engagement](https://paul4innovating.com/2013/03/01/thinking-about-scalable-engagement/): I wrote a piece sometime back on “people don’t buy the product they buy meaning” and was prompted on this again fairly recently around the need for engagement in all we do. See http://tinyurl.com/chvu2la for this. It is funny how this triggered a series of different thoughts which I’m going to try to explain here
- [Exploring, explaining and amplifying innovation](https://paul4innovating.com/2013/03/07/exploring-and-amplifying-innovation/): In my innovation travels, I’ve always liked to explore many of the less understood sides of innovation. I have set about trying to explain them. I’ve tried to relate them to the aspects of everyday innovation, give those novel and logical frameworks or some method and structures to approach them, so they can be integrated
- [Reorganized, delayered and downsized - goodbye trust it arrives fast.](https://paul4innovating.com/2013/03/18/reorganized-delayered-and-downsized-goodbye-trust/): So who has not faced one of those moments when it is announced that there is a reorganization about to take place. It often has the habit of freezing what you are doing; you begin to put things on hold, waiting to understand what this latest reorganization has in store for you. The questions build
- [Often we can’t self-disrupt as we feel constrained](https://paul4innovating.com/2013/03/21/why-we-often-cant-self-disrupt/): In the past few days I enjoyed listening to a webinar by Clayton Christensen and Max Wessel for the Forum for Growth and Innovation, a Harvard Business School research centre initiative that confirms to me we struggle to self-disrupt often and become constrained in ourselves. The Forum for Growth and Innovation seeks to develop “breakthrough
- [Determining our culture governs the greatness within our innovation efforts.](https://paul4innovating.com/2013/03/25/determining-our-culture-governs-the-greatness-within-our-innovation-efforts/): Managing a fluid, rapidly changing culture that promotes innovation is complex. So often it is left to chance, left to individual experiment and interpretation, far too ad hoc in its design and progress. We certainly need to find better ways to encourage and obtain a higher commitment to our approaches to building ‘culture’ and all
- [The Cascading Effect Needed for Innovation Success](https://paul4innovating.com/2013/04/03/the-cascading-effect-needed-for-innovation-success/): Getting innovation through any process of understanding is hard. Knowing what is required to generate innovation throughout an entire organization is even more so. We need to deploy the cascading effect on innovation Often we fail to understand our role in contributing to innovation, we need a cascading effect. For me the “cascading effect” for
- [The Present Jobless Innovation Era We Face](https://paul4innovating.com/2013/04/08/the-present-jobless-innovation-era-we-face/): Over the last few months I have kept going back and forth on Professor Clayton Christensen’s paradox he has named “The Capitalist’s Dilemma” and been relating it to this jobless era we seem to be at present. This idea ‘hit the world’ when he wrote a piece in the New York Times last November, 2012.
- [Innovation Job Chasing - A Race Needed To Win](https://paul4innovating.com/2013/04/10/innovation-job-chasing-a-race-needed-to-win/): There are times when we all have to “up our game”. We are entering one of those periods where we have to relearn how to compete, how to win. The world is in the throes of some dramatic changes and the innovation gloves have to come off. Innovation capacity in many countries needs a new,
- [Innovation is like a Rainbow](https://paul4innovating.com/2013/04/15/innovation-is-like-a-rainbow/): Last week I was driving home after a round trip of 700 kilometres and as I got caught up in some evening traffic, the sun and the rain played that magical trick of offering up a rainbow to the ones in that right position to see it. There was the actual end of a rainbow
- [The Business Model, a Canvas for Innovation Convergence](https://paul4innovating.com/2013/04/20/the-business-model-a-canvas-for-innovations-convergence/): So where were you when this Business Design Summit was happening for innovation convergence? Did you miss it? Well kick yourself if you are remotely interested in where innovation is evolving too. I missed going as it was a sell out fast but I watched the live streaming. So I had a more detached view
- [Navigating the future landscape by developing adaptive innovation skills](https://paul4innovating.com/2013/04/24/navigating-the-future-landscape-by-developing-adaptive-innovation-skills-3/): So where are we focusing upon to make sure we are developing the right proficiencies and abilities we will need to manage our innovations of the future? For me innovation capabilities and competencies needs to be far more adaptive and aligned to the different emerging skills we should be bringing to bear, so we are
- [The Innovation Bunker - Our Cognitive Traps Part One](https://paul4innovating.com/2013/05/01/the-innovation-bunker-our-cognitive-traps/): I suspect we are all caught in a cognitive trap most of the time. We are all more ‘hard-wired’ than we would care to admit too. That cognitive bias that ‘permits’ us to make constant errors of judgement, ignore often the advice around us and certainly gloss over the knowledge provided or staring us in
- [The Innovation Bunker- Getting Out of Cognitive Traps Part Two](https://paul4innovating.com/2013/05/02/the-innovation-bunker-getting-out-of-the-cognitive-traps-part-two/): Help seems to come from new quarters - unlocking our minds and breaking free from our cognitive biases. Part two of the Cognitive Traps we find ourselves in. Part one is here So how can we break free from what holds us back? As we have these cognitive biases then we have to consciously work
- [The Innovation Bunker – Avoiding Cognitive Traps Part Three](https://paul4innovating.com/2013/05/03/the-innovation-bunker-avoiding-cognitive-traps-part-three/): Often we forget to look back as we constantly get into that habit of always wanting to simply keep moving forward in our innovation activity. So, sometimes I would recommend we stop and reflect. I, for myself, keep returning to great thinkers in innovation to remind me and these can often bring me back on
- [Moving Towards Globally Integrated Innovation](https://paul4innovating.com/2013/05/15/moving-towards-globally-integrated-innovation/): There are so many books out there on innovation that it sometimes gets just hard to decide which to buy and read, to invest time into. I’ve got a growing stack of books sitting on my coffee table or in my e-reader file all shouting “read me, read me!” Well one I recently finished has
- [Casting-around with a wider innovation net.](https://paul4innovating.com/2013/05/22/casting-around-with-a-wider-innovation-net/): When we ‘cast around’ we are looking for something; to try it out, to think about it, to search for connecting a vague idea with something more tangible. So let's go innovation fishing. The word ‘cast’ is around us in so many ways - anglers cast their line, we are cast adrift, we cast or
- [Breaking out of the current economic dilemma needs radical innovation](https://paul4innovating.com/2013/06/03/breaking-out-of-the-current-economic-dilemma-needs-radical-innovation/): I gaze through unbelieving eyes at the continued rise of unemployed in Europe. Unemployment in the Eurozone has reached another record high with the seasonally-adjusted rate for April 2013 going to 12.2%, up from 12.1% the month before according to the European Commission's statistics office, Eurostat:An extra 95,000 people were out of work in the
- [Traversing different horizons for transformational innovation](https://paul4innovating.com/2013/06/07/traversing-across-different-horizons-for-transformative-innovation/): Irrespective of the organization, we all struggle with transformational innovation. So often we are simply comfortable in our ‘business as usual’. We gear performance to the short-term, we put the emphasis on the current fiscal year, and we support the core business in numerous ways, usually with lots and lots of incremental innovation, so the
- [Figuring out a different strategic alignment with innovation being central.](https://paul4innovating.com/2013/06/13/figuring-out-a-different-strategic-alignment-with-innovation-being-central/): Strategy as we have previously known it is officially dead. Strategy is stuck! Competitive advantages have become transient. We are facing situations where advantages are copied quickly, technology is just one constant change, and our customers seek other alternatives and things move on faster and faster. In a new book written by Rita Gunther McGrath,
- [Juggling Innovation around Business Model Design](https://paul4innovating.com/2013/06/20/juggling-innovation-around-business-model-design/): There seems a lot at present going on around the Business Model and formulating its design. Following on from the Business Design Summit held in Berlin in April of this year there seems to be a gathering of momentum surrounding the Business model. There is an awful lot of designing going on, actually it is
- [The Understated Back-End of the Business Model Canvas.](https://paul4innovating.com/2013/06/26/the-understated-back-end-of-the-business-model-canvas/): So we all know a standard company balance sheet has three parts: assets, liabilities and ownership equity. The accounting equation states assets and liabilities are known as equity or net worth and this net worth must equal assets minus liabilities. The balance sheet summarises the present position or last audited position. Well in the Business
- [The Age of Large Business Model Reinvention](https://paul4innovating.com/2013/07/05/the-age-of-large-business-model-reinvention/): Most of our existing organizations are searching for the mechanisms to reinvent their business models, through identifying, designing and executing differently from the existing ones, where they tend to simply be ‘locking themselves into’ repeating patterns, possibly opening themselves up to new forces of disruption. There is a sense of urgency that is growing at
- [A Cascade of Better Choices for Greater Innovation Outcomes](https://paul4innovating.com/2013/07/10/a-cascade-of-better-choices-for-greater-innovation-outcomes/): It is not an easy job to achieve the level of consistent innovation expected within any organization. Often those breakthroughs never seem to be repeated, we struggle to understand the reasons why we can’t achieve that regular rhythm or dependable outcomes from the innovation portfolio, that we would have expected or the board demands. If
- [Framing innovation around four management dimensions](https://paul4innovating.com/2013/07/17/framing-innovation-around-four-management-dimensions/): Julian Birkinshaw, the London Business School Professor for Strategy and Entrepreneurship wrote in his book “Reinvention Management” about the failure of management. He is a strong advocate of reinventing and broadening out the awareness and need for a more disciplined and up to date practice of management Working through a kind of contingency theory of
- [The (Re)birth of the Architect for the Business Model Design](https://paul4innovating.com/2013/06/25/the-rebirth-of-the-architect-for-the-business-model-design/): Business models both in new designs and it management have become centre stage in many of our existing organizations' thinking. The need is not just too simply find new growth through new business models but to ‘react and adapt’ those existing business model designs that are in place, to catch-all the emerging possibilities that are
- [Mind the Gaps in Innovation.](https://paul4innovating.com/2013/07/22/mind-the-gaps-in-innovation/): Most of us that have travelled on the undergrounds around the world are well used to the announcement as a train pulls into the station of “mind the gap” between stepping off the train and the platform. The reminder is to make us aware there is a gap and we need to be ready for
- [Work to be done is innovations invisible hand](https://paul4innovating.com/2013/08/01/work-to-be-done-is-innovations-invisible-hand/): Back in 1776 Adam Smith in his book “The Wealth of Nations” discussed the concept of the work to be done and this applies so much to innovations need of where to focus our future efforts. This has fascinated me for what we need to do for achieving any new innovation, it is the ‘work
- [Are you a business model innovator?](https://paul4innovating.com/2013/08/05/are-you-a-business-model-innovator/): I think nearly every significant business consulting firm has written about their thoughts on business model innovation. I was reviewing the number of articles I have collected about this and it is becoming mind-boggling how so much advice can be offered and can still make sure it leaves you in deeper conflict and confusion than
- [Are we getting real value out of innovation consultants?](https://paul4innovating.com/2013/08/13/are-we-getting-real-value-out-of-innovation-consultants/): When you stop and think about how innovation has been managed and understood over the years you soon realize how much has changed in this time. It is very significant, yet there is still much to do. Innovation understanding is changing, certainly for the better and as it shifts our perspectives on where knowledge resides
- [Seeking the middle management's innovation perspective](https://paul4innovating.com/2013/08/20/seeking-out-a-new-middle-managements-innovation-perspective/): It is often claimed that the middle manager seems to the ones holding back innovation. I tend to subscribe to this as well although I feel the circumstances and ‘blame’ might lie elsewhere, more than likely further up the organization. Irrespective of where the culpability lies we do need to change this perception through altering
- [Approaching innovation through fitness dynamics needs a structured approach.](https://paul4innovating.com/2013/09/04/approaching-innovation-through-fitness-dynamics-needs-a-structured-approach/): This post follows on from my recent one of “the Innovation Journeyman.” We do have a real journey still to travel to understand the dynamics within innovation. Here, I want to lay out a possible path that might advance us towards achieving this. This includes a fairly 'intensive' nine step approach outlined below. What we
- [PwC's report on breakthrough innovation and growth](https://paul4innovating.com/2013/09/12/pwcs-report-on-breakthrough-innovation-and-growth/): I’ve been reading through the PwC report “Breakthrough innovation and growth”, a survey of 1,757 C-suite and executive respondents, on their thoughts on innovation. The top line news is how companies are seeing innovation transforming their businesses and their need to take a more sophisticated approach to innovation, so as to achieve the growth plans
- [Failing to explain innovation capital](https://paul4innovating.com/2013/09/18/failing-to-explain-innovation-capital/): Last week I made a complete ‘hash’ of explaining innovation capital. I made a set of basic mistakes in my preparation and my delivery. I allowed for little discussion and debate and I just ‘blasted’ on regardless. I've been standing in the innovation 'sins' corner most of this week. I can honestly say I don’t
- [Value realization comes through innovation and our business models.](https://paul4innovating.com/2013/09/19/value-realization-comes-through-innovation-and-our-business-models/): Everything, it seems we work towards in business, is for seeking out new value creation, for new growth and wealth creation, for providing improved returns on the investments we have been making and this is where innovation becomes so important. To achieve this we consciously have to set about the value capture and what contributes
- [Risk readiness and innovation growth - board room tension](https://paul4innovating.com/2013/09/24/risk-readiness-and-innovation-growth-a-real-board-room-tension-point/): I recently provided a post on a very upbeat PwC report on innovation and its growing importance to growth in the coming years. The PwC report "Breakthrough innovation and growth" was a survey of 1,757 C-suite and executive respondents, on their thoughts on innovation and where the new growth was coming from in approach. The
- [Beyond the previous boundaries of innovation long gone](https://paul4innovating.com/2013/10/01/beyond-the-previous-boundaries-of-innovation/): Innovation is increasingly moving beyond the previous boundaries of just being left to each organizations scientists or marketing departments, those days are seemingly long gone. Today and in the future, innovation is about open, inclusive, full of exploration and harmonization to extract the best results. We seem to have really grasped and recognized the combination-effect
- [Insomnia or a Wakeup Call - Which?](https://paul4innovating.com/2013/10/07/insomnia-or-a-wakeup-call-which/): You find yourself slipping into a conference hall unexpectedly. You are confronted by 1,000 participants listening to the conclusions of six very wise-looking people at a table, explaining the outcomes of the summit. They are talking about a summit declaration by providing 5 calls for action for a Wake-up. Sounds more than interesting, even important.
- [Innovation being served up with a growing angst, anxiety and Kiasu](https://paul4innovating.com/2013/10/18/innovation-being-served-up-with-a-growing-angst-anxiety-and-kiasu/): Time, we are told, can be our best friend or equally our worst enemy, it does give us all a constant, certain anxiety and growing angst. This week time showed its bad side to me, actually it might have been doing this for some weeks when I stop and think about it. When you feel
- [Entering the zone of innovation uncertainty](https://paul4innovating.com/2013/10/22/entering-the-zone-of-innovation-uncertainty/): “The future never stays the same as it is in the present”. Today we grapple with more uncertainty than ever before, we are facing so much change. For many of us this is the time of year when planning out the future becomes more ‘top of mind’. These are moments where we have to stop
- [A time for new innovating buttons and threads](https://paul4innovating.com/2013/11/01/a-time-for-new-innovating-buttons-and-threads/): Ten years ago I was in a collaborative effort with one of the major consulting firms on a concept called button and threads. This concept caught my imagination and a number of important people in the Singapore authority the Economic Development Board , as well, as those responsible for providing the focal point in economic
- [Pushing towards a new frontier, visualizing the future.](https://paul4innovating.com/2013/10/26/pushing-towards-a-new-frontier-visualising-the-future/): We all know that innovation is hard to measure as often we face a new frontier to take our ideas beyond the existing. Assessing innovation capabilities can be particularly hard as they are made up of so many intangibles. We need to frame these capabilities in much better ways, as they mostly remain shrouded in
- [The transforming tide in digital for innovation.](https://paul4innovating.com/2013/11/06/the-transforming-tide-in-digital-for-innovation/): Can you imagine the CEO sitting opposite the consultant, explaining the organization's present difficulties to regain growth. They explain no matter what they are doing through the existing practices and the assorted business approaches they have taken for many years, they still seem to be ‘treading water’ or even losing ground. They are beginning to
- [Innovation can be so remarkable if we can fully embrace it](https://paul4innovating.com/2013/11/13/innovation-can-be-so-remarkable-if-we-can-fully-embrace-it/): What is so remarkable about innovation is that it can be highly dynamic. It’s a task that anyone could do, given the time, education, clarity of purpose and commitments from our organizations, those that recognize the true understanding of the contribution all their people can potentially make towards innovation. Today, too few people are actually
- [Client Engagements - Full of Whipped Cream and Lumpy Gravy](https://paul4innovating.com/2013/11/25/whipped-cream-and-lumpy-gravy-within-client-engagements/): So why did I call this blog post "client engagement- full of whipped cream and lumpy gravy?" Often both are 'heaped' onto the poor (final) solution found underneath the client- consulting engagement process. Both are layered on to mask the truth that the ones responsible don't really understand how to make this process really work.
- [Visualizing the innovating future through narrative reporting](https://paul4innovating.com/2013/10/27/visualizing-the-future-through-narrative-reporting/): The push for narrative reporting How do we capture all the activities that have the potential to generate wealth within organizations? Most remain hidden as they lie within out knowledge-based capital. This the second part of two posts (part one here) discussing our need to capture and report on ALL our assets, both the tangible
- [Shifting attitudes, think responsibly.](https://paul4innovating.com/2013/11/19/shifting-attitudes-think-responsibly/): How do we engage within our own internal organizational communities to shifting attitudes and think in different, more responsible ways? How do we communicate our sense of purpose to the outside world? How do we integrate all the activities we are (or should be) undertaking as responsible leaders? Are we working towards understanding the material
- [Heading for 2014, will innovation change?](https://paul4innovating.com/2013/12/01/heading-for-2014-will-innovation-change/): So we are heading into 2014. We are in the final month's countdown before it arrives and it is that time to think about what 2014 is going to do and be, for us working within the innovation space. Is Innovation finally moving beyond the previous constraints and boundaries we have been recently applying? As
- [The Coming Age of Innovation in 2014 and Beyond](https://paul4innovating.com/2013/12/12/the-coming-age-of-innovation-in-2014-and-beyond/): In May 2013 Imaginatik fielded an on-line survey to 204 business decision-makers across a wide range of industries and from these results produced a report “The State of Global Innovation, 2013” just released. I have found this report to be really an excellent understanding of critical issues that still need to be addressed for innovation
- [Where innovation value resides](https://paul4innovating.com/2013/12/18/where-innovation-value-resides/): Often surveys and reports catch you by surprise. I’ve been working through the Imaginatik Global Report called “The State of Global Innovation for 2013” and certain parts did exactly that. The sheer difficulties that organizations seem to have to quantify the benefits and value achieved through innovation worries me. I had previously provided a review
- [Tackling Societal Challenges through innovation ecosystem application](https://paul4innovating.com/2022/05/02/tackling-societal-challenges-through-innovation-ecosystem-application/): Perhaps why innovation feels somewhat flat (well for me) is our organizations and societies are utterly failing to allow us all to step up in innovation to tackle those huge societal issues; those massive, growing problems that are swirling all around us. We need to shake out of our lethargy and really begin to attempt
- [New report: Improving returns on your innovation investment](https://paul4innovating.com/2013/03/03/new-report-improving-your-return-on-your-innovation-investment/): I highly value the studies that are undertaken by larger consulting firms. They have the C-level access and geographical reach to give us some critical insights into the progress of innovation. Recently Arthur D Little provided their latest innovation excellence study, its 8th Global Innovation Excellence Study, into what companies can do to achieve a
- [Agility and Innovation in an Increasingly Open World](https://paul4innovating.com/2013/12/24/agility-and-innovation-in-an-increasingly-open-world/): Can we reset the clock? Or do we look afresh? How can we plug innovation back in? How does Agility figure in this? Knowing the answer to evolve innovation in an increasingly open world is never easy. Can you drawdown and still rely selected parts from the past or do you need to step back
- [Many organizations are trapped in an innovation vortex also](https://paul4innovating.com/2014/01/08/many-organizations-are-trapped-in-an-innovation-vortex-also/): America is presently trapped in their “polar vortex” We are reading reports telling us that temperature records were shattered across the United States on Tuesday as the polar vortex continued to take hold, with all 50 states experiencing freezing temperatures at some point in the day. As I’m sure many experiencing this extreme weather that
- [Struggling with the sums of our capital](https://paul4innovating.com/2014/01/13/struggling-with-the-sums-of-our-capital/): Organizations have been focused for far too long on the importance of financial capital but forget it is the sum of all their capitals that really counts. The combined capitals determine and drive organizations' destinies. We are caught in a constant focus upon our achieving a return on our (financial) capital as our measuring criteria.
- [Innovation is like a tropical rainforest constantly needing attention](https://paul4innovating.com/2014/01/19/innovation-is-like-a-tropical-rainforest-constantly-needing-attention/): I describe innovation as very much like a tropical rainforest, needing constant fresh attention, similar in its management, There is my need to cut down certain trees, clear away a lot of the floor covering to allow the sunlight in and permit those ‘selected innovation trees’ to be allowed to grow stronger. We all have
- [When to Act? Davos is Back!](https://paul4innovating.com/2014/01/22/when-to-act-davos-is-back/): So the annual meeting in Davos is currently taking place. Those of us who are peering through the barbed wire trying to understand and pick up on current thinking by many of our global leaders are scratching our heads, wondering We hope we can deepen our understanding of these trends, wanting Global leaders to turn
- [Seven Parts to the Innovation Leaders Litmus Test](https://paul4innovating.com/2014/01/23/seven-parts-to-the-innovation-leaders-litmus-test/): Let's cut straight to the chase, to achieve the alignment of innovation to the organizations strategic goals and ambitions is so highly critical, yet we are, in so many cases, failing to meet this essential objective. We end up in that position where innovation disappoints. We should bring together all that makes up those considerable
- [Surfacing ten great intractable's for innovation's resolution](https://paul4innovating.com/2014/01/29/surfacing-ten-great-intractables-for-innovations-resolution/): So what does block innovation? Arguably there are plenty of things up and down organizations: a lack of resources, an overcrowded portfolio of ideas, a lack of dedicated people, treating innovation as one off, keeping it isolated and apart from mainstream activities. The list could go on and on, no question. Let’s take a different
- [Piecing innovation together](https://paul4innovating.com/2014/02/02/piecing-innovation-together/): When you look at all the (broken) parts within innovation it takes some time to figure out how you can piece it all together to make it a better whole improving on what you had Innovation and its management is just this place this needs to be pieced together. It often cries out for it.
- [Eating yourself for lunch, unpalatable but essential to adapt](https://paul4innovating.com/2014/02/04/eating-yourself-for-lunch-unpalatable-but-becoming-essential/): I always enjoy Steve Denning and his writing as essential reading. He has been discussing the fundamental changes taking place within the management of our organizations. Just go over to the Forbes site for Steve’s articles http://www.forbes.com/sites/stevedenning/ Also just take a read of “Why Is Corporate American Eating Itself Alive?” about how Corporate America is
- [Alignment is needed everywhere](https://paul4innovating.com/2014/02/08/alignment-is-needed-everywhere/): Working in most organizations you spend a disproportional amount of time on looking to achieve alignment. This can range from aligning your meeting schedules to the bigger strategic issues by gaining agreement on the way forward. I would bet you that working on alignment is certainly one of the main tasks that is sucking up
- [Absorptive Capacity, Knowledge Management and Innovation](https://paul4innovating.com/2014/02/09/absorptive-capacity-knowledge-management-and-innovation-capacity/): Let’s start with some defining statements. Innovation is totally dependent on becoming aware of external ideas and the knowledge that is needed and then translated for it to become new innovation. We can ‘fall over these ideas’ or we can find ideas or concepts through explicit search. Then to translate these and turn them into
- [Seeing a business model through whose eyes?](https://paul4innovating.com/2014/02/14/seeing-a-business-model-through-whose-eyes/): Forget the flowery words; there is a time to deliver. I am trying to take a cold hard look at what and how we report in our organizations and use the business model. Does it give us the level of detailed understanding to feel confident? Let me outline some different thoughts, coming from some detailed
- [Learning the mantra of innovation context](https://paul4innovating.com/2014/02/18/learning-the-mantra-of-innovation-context/): We have all got used to the statement it is all about “location, location, location” for real-estate. So what should the mantra be for innovation? I think “context, context and context”. Context is a king. Innovation happens all around us, same as with our places where we live- it is determined by many factors but
- [Innovation requires the nesting of all capital](https://paul4innovating.com/2014/02/26/innovation-requires-the-nesting-of-all-capital/): Innovation cannot exist without all the capitals that contribute to its make-up. Yet we simply fail to appreciate all the capitals that innovation requires. It is a real pity as they are truly nested. Equally many innovators are simply not prepared to put in the necessary work to achieve this understanding and the organization's innovation
- [Facing the future or staying locked in the slow lane of the past?](https://paul4innovating.com/2014/02/28/facing-the-future-or-staying-locked-in-the-slow-lane-of-the-past/): Today we face unprecedented change; organizations are being hit on multiple sides, often by a bewildering set of forces to make them feel the immediate need is to go back into themselves, to be more inward than looking out and being open to facing the future. There is this feeling today of being battered. Organizations
- [Developing talent to drive innovation](https://paul4innovating.com/2014/03/02/developing-talent-to-drive-innovation/): I recently participated in a survey for APQC that was looking to identify the hot topics within product development and innovation. One or two hot spots surprised me, others less so. In the round-up of results almost two-thirds of survey respondents have placed refining the identification of customer needs and remaining competitive in terms of
- [The role senior executives must fill for innovation success](https://paul4innovating.com/2014/03/03/the-role-senior-executives-must-fill-for-innovation-success/): Jeffrey Phillips of Ovo Innovation and I wrote a White Paper, we called our foundation document, on “Accelerating or inhibiting innovation - understand your role for innovation success”. You can read the full paper here We strongly believe there is a real Innovation leadership gap My last article "Developing talent to drive innovation" was questioning
- [Taking the hills, one at a time, for innovation advancement](https://paul4innovating.com/2014/03/07/taking-the-hills-one-at-a-time-for-innovation-advancement/): How do we move innovation forward? We need to see this as a battle of hearts and minds, of overcoming dogma and fixed mindsets, using skirmishes to advance the innovation advancement. We need to break out of entrenched positions and lead innovation forward. Many people feel innovation is an uncomfortable place, it often is at
- [Taking on those innovation hills is never easy](https://paul4innovating.com/2014/03/08/taking-on-those-innovation-hills-is-never-easy/): Following on from my last post suggesting the way to move innovation forward, it was to 'take the different innovation hills, one at a time, for innovation advancement” I used a military metaphor of "taking the hills". So what are the hills we need to take? There are plenty of innovation hills to attack but
- [Knowing the Value within your Business Model is Vital](https://paul4innovating.com/2014/03/09/knowing-the-value-within-your-business-model-is-vital/): Last year I provided a guest post to Patrick Stähler’s Business Model Innovation blog and wanted to add this to my own site as I think it does place the focus on finding value within any business model design. I think Patrick's business model lends itself to this constant focus on value. Patrick runs fluidminds,
- [Describing the future by using the business narrative](https://paul4innovating.com/2014/03/13/describing-the-future-by-using-the-business-narrative/): In business, the future narrative is becoming vital. We all should care about the future and it becomes so important for us all to identify or not, as this gives us our identification. I have found that narratives are becoming increasingly important to explain ‘things’. I'm re-learning this 'art' to tell a compelling story. Our
- [Correcting an innovation oversight sometimes hits you hard!](https://paul4innovating.com/2014/03/16/correcting-an-innovation-oversight-sometimes-hits-you-hard/): I’ve had one of those weeks where a certain realization took hold, something that had been nagging away at you suddenly surfaces and slaps you in the face. Ouch! I have just completed my own gap analysis on how I have explained the Executive Innovation Work Mat methodology and its value. It actually was a
- [The environment for innovation does really matter](https://paul4innovating.com/2014/03/18/the-environment-for-innovation-does-really-matter/): The Executive Innovation Work Mat methodology requires investigation and engagement across the seven domains or components that make up the work mat. The aim of any work mat discussions undertaken with executives focuses upon bringing out the parts necessary for innovation to happen and that needs an integrated approach and lasting engagement from senior management.
- [Recognizing the conditions for changing innovation in culture and climate](https://paul4innovating.com/2014/03/20/recognizing-the-conditions-for-changing-innovations-culture-and-climate/): Tackling the culture and climate that is needed to create a thriving innovation environment is complex. In this post I can only touch on certain points to trigger that deeper examination and offer the stimulus and considerations it needs. Within the Executive Innovation Work Mat we have seven domains or components that need bringing together
- [The value of the visiting consultative fireman](https://paul4innovating.com/2014/04/27/the-value-of-the-visiting-consulting-fireman/): I was reflecting on the value and role of consultants and have written here, here and here on this. These thoughts have covered the topics of suggesting different consulting models, exploring the shifts taking place in consulting and where consulting can contribute. Then I offered a post late last year under the title of “client
- [Combining the higher-value impact points for innovation intersection.](https://paul4innovating.com/2014/05/15/seeking-out-and-combining-the-higher-value-impact-points-for-innovation/): Two years can feel like a long time, exactly two years ago I wrote a post called “Making the appropriate impact” discussing my nine different impact points for innovation that needed combining. I wrote at the time we can have a surprisingly strong influence on impact, as we are in a highly connected world. It
- [The Role of Governance needed in Innovation](https://paul4innovating.com/2014/03/14/the-role-of-governance-needed-in-innovation/): Later this month a book I have looked forward too, is finally being launched. It is called “Innovation Governance: How Top Management Organizes and Mobilizes for Innovation” written by Jean-Philippe Deschamps & Beebe Nelson. Jean-Philippe Deschamps is emeritus Professor of Technology and Innovation Management at IMD in Lausanne (Switzerland). Innovation Governance is promising to provide
- [Building the use of the innovation work mat as a compelling business case](https://paul4innovating.com/2022/01/01/building-the-use-of-the-innovation-work-mat-as-a-compelling-business-case/): After a series of conversations around the Executive Innovation work mat, Jeffrey Phillips and I decided there was a need to add one more to the series, one that makes the business case for the work mat, one that is more from the leaders perspective. In this video conversation of around 13 minutes, we explore
- [Successful Innovation needs a common language, context and communicating](https://paul4innovating.com/2014/03/23/successful-innovation-needs-a-common-language-context-and-communicating/): People disconnect because they lack what is needed to connect! Innovation thrives from the knowledge and you need to make sure this is allowed to flow. To achieve those essential knowledge connections, you need a shared understanding of innovation, that common sense of purpose as a framework. This will though, always stay a work-in-progress. You
- [Are you evolving the innovation function and design](https://paul4innovating.com/2014/03/26/are-you-evolving-the-innovation-function-and-design/): Are you evolving the innovation function and design | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Organizations are in a constant dilemma of the innovation fit.](https://paul4innovating.com/2014/03/28/organizations-are-in-a-constant-dilemma-concerning-innovation/): The issue of “where does innovation fit?” is one of the most difficult ones to address in many organizations. It seems to fit uncomfortably for many. At the top of our organizations they ‘require’ innovation but will often not want the potential disruption this might entail. Yet the organization today is being challenged like never
- [Learning favours the brave who respond faster](https://paul4innovating.com/2014/04/06/learning-favours-the-brave/): The challenges we are facing today seem to be coming faster at us, more complex to decipher and then re-evaluate how we should respond. To achieve a faster response we certainly need to educate the organization more than ever. We need to absorb more, we need to encourage learning more especially to pursue innovation. We
- [Gaining idea engagement can be a five step process.](https://paul4innovating.com/2014/04/09/gaining-idea-engagement-can-be-a-five-step-process/): I have been recently revisiting Everett Roger's work on diffusion and adoptions recently for providing us with a better place for engagement in innovation approaches. I've been evaluating if it has the same relevance in my mind in our more connected world, where speed, knowledge and exchanges are measured in microseconds. This reminded me of
- [So are we all all suffering innovation disillusionment?](https://paul4innovating.com/2014/04/15/so-are-we-in-a-trough-of-innovation-disillusionment/): You get this increasing sense that the ‘fizz’ has gone out of the innovation bubbly. The innovation party presently feels a little flat. The numerous delicious canapés to choose from are turning up at the edges as we are becoming disillusioned, just being fed on a present unexciting incremental innovation diet, lacking any real substance.
- [We are not facing up to the big Societal challenges of today?](https://paul4innovating.com/2014/04/18/so-why-are-we-not-facing-up-to-the-big-challenges-of-today/): Perhaps why innovation feels somewhat flat (well for me) is our organizations and societies are utterly failing to allow us all to step up in innovation to tackle those huge societal issues, those massive, growing problems that are swirling all around us. We need to shake out of our lethargy and really begin to attempt
- [There are no easy innovation answers.](https://paul4innovating.com/2014/04/20/there-are-no-easy-innovation-answers/): In response to a recent post of mine, Tobias Stapf on the Social Innovation Europe LinkedIn networking group, pointed me to a really good report “Innovation Is Not the Holy Grail” and I really have appreciate it. I wanted to draw out some useful learning from this report and useful reminders here in this post
- [That sheer consulting muscle hopefully delivering global momentum](https://paul4innovating.com/2014/05/01/that-sheer-consulting-muscle-hopefully-delivering-global-momentum/): Has consulting changed over the years? Certainly the business model behind them has, big time. I really do wonder where it is all going inside the business organization. Consulting has become a huge business dealing with our global and local organizations and governments. Just take a peek around the board room doors, just who are
- [Getting the Business Model Story Right.](https://paul4innovating.com/2014/05/03/getting-the-business-model-story-right/): Framing the business model needs a compelling story so that it can be quickly and well understood by others. This is absolutely core. So, how do we go about it? Recently I provided this contribution to Patrick Stähler’s blog that forms part of fluid minds, a think tank and consultancy for strategic and disruptive innovations.
- [Are we measuring what really matters?](https://paul4innovating.com/2014/05/08/are-we-measuring-what-really-matters/): Today, it is the non-financial performance, made up of mostly the intangibles within organizations, that is accounting for upwards of 80% of present investors’ valuation of our organizations so are we measuring what really matters?. Yet do shareholders really have the knowledge to judge the real source of value creation inside our organizations? I think
- [So what drives value creation?](https://paul4innovating.com/2014/05/09/so-what-drives-value-creation/): I seem to be reading a lot about the concept of value creation recently. It seems to have the same 'heady vaulted position' as innovation in that we all talk far more about the 'promise' of it. So what is behind value creation? What drives it? What will allow us to stand out as the
- [Are we moving towards integrated software for innovation management?](https://paul4innovating.com/2014/05/20/are-we-moving-towards-integrated-software-for-innovation-management/): What is striking me recently is the upsurge in the software being specifically designed for managing innovation within our organizations. The competition seems to be warming up in the more ‘standalone’ out-of-the-box segment and the innovative tools being provided are certainly accelerating the innovation process. The software being provided is going well beyond the simply
- [Building an innovation framework that has real capabilities as its formula as its heart.](https://paul4innovating.com/2014/05/27/building-an-innovation-framework-that-has-real-capabilities-at-its-heart/): I’ve strongly believed when you begin to think through a framework for innovation, see my last article as an example, you also should equally need to recognize the capability framework that you will need to build into this. Working through these as essential combinations can become the real enabler. Here is my solution that I
- [Make Virtual Room In Your Innovation Pipeline](https://paul4innovating.com/2014/06/01/make-virtual-room-in-your-innovation-pipeline/): So what are you doing this Friday, June 6th 2014 to help in your innovation pipeline thinking? Fancy joining me and up to 2,000 others that are expected for an Innovation virtual conference. One that has been constructed around an agenda, made up of a seemingly good mix of practitioners, a key-note or two and
- [Traversing across into horizon 2 for new breaking innovations](https://paul4innovating.com/2014/06/04/traversing-across-into-horizon-2-for-new-breaking-innovations/): Within our ‘business as usual’ attitudes lie the seeds of destruction. Today there is a relentless pace; we are facing stagnation in many maturing markets. We place a disproportionately high amount of our resources in the ‘here and now’ to defend what we have and what we know. A potential 'big mistake' We actually subvert
- [I wonder who is withering on the innovation vine?](https://paul4innovating.com/2014/06/08/i-wonder-who-is-withering-on-the-innovation-vine/): This week I tuned into the Pipeline virtual conference for product development practitioners and gained an encouraging feeling that innovation is progressing along nicely. Packed all within a day there was plenty of material 'fodder' to feed off of and learn from. A really good conference but what quickly followed was a strong dose of
- [The Ability to Move Innovation from the Existing to the Preferred](https://paul4innovating.com/2014/06/12/the-ability-to-move-from-the-existing-to-the-preferred/): One of those defining extracts I came across many years back, as it is one that has shaped much of where I believe innovation needed to go, let alone where I believe it still does. It is a pathway I want to continue to travel along and will constantly try to encourage others to equally
- [Are our organizations ossifying their innovation or simply have no clue?](https://paul4innovating.com/2014/06/17/are-our-organizations-ossifying-in-their-approach-to-innovation/): The balance between risk mitigation and being equipped for risk readiness is still an ongoing struggle to balance for most organizations in their innovation activities. There is still a continued reluctance for exploring new radical innovation opportunities and although organizations ‘talk’ growth, they continue to struggle in achieving it through new innovation. The incremental commitments
- [The Use of the Cynefin Model for Innovation Management](https://paul4innovating.com/2014/06/19/the-use-of-the-cynefin-model-for-innovation/): Firstly a very brief explanation of the Cynefin Model and why I find it highly valuable for innovation management. Innovation has many characteristics of a complex adaptive system as I have crudely attempted to explain here. The three primary states within the Cynefin framework are Ordered Systems (including Obvious and Complicated), Complexity and Chaos. Order
- [So what is holding innovation back? A new GE report](https://paul4innovating.com/2014/06/25/so-what-is-holding-innovation-back-a-new-ge-report/): I always look forward to the GE Global Barometer and the 2014 report is no exception, actually it really has moved the needle on what is presently holding innovation back. The Barometer has explored the actions or constraints that senior business executives are worrying over in their pursuit of innovation. The fieldwork was undertaken in
- [Exploring the criteria for collaborative activities within innovation](https://paul4innovating.com/2014/07/01/exploring-the-criteria-for-collaborative-innovation/): The shape of our collaboration activities has been radically changing in recent years. The combination of technology, the internet, resource constraints and the opening up of innovation to the outside world has changed the shape and content of conversations. Shaping conversations can be either intentional or through serendipity. Ideas are usually never fully formed but
- [Opening up the Stage-Gates to let the new innovating world in?](https://paul4innovating.com/2014/07/04/opening-up-the-stage-gates-to-let-the-new-innovating-world-in/): There is no question the Stage-Gate process has had a significant impact on the conception, development and launch of new products. Yet there have been consistent criticisms of it, as the world of innovation has moved on. Today it is faster-paced, far more competitive and global and become less predictable. The cries of the Stage-Gate
- [Exploring Diffusion and Adoption for Innovation - Part 1](https://paul4innovating.com/2014/07/08/exploring-diffusion-and-adoption-for-innovation-part-1/): The future within our engagements will determine diffusion and adoption- part one. According to Professor Clayton Christensen and drawn from his book “Seeing What's Next: Using the Theories of Innovation to Predict Industry Change", by Clayton M. Christensen, Scott D. Anthony, and Erik A. Roth published by Harvard Business School Press, the only way to
- [Exploring Diffusion and Adoption for Innovation - Part 3](https://paul4innovating.com/2014/07/14/exploring-diffusion-and-adoption-for-innovation-part-3/): The future within our engagements will determine diffusion and adoption- part three One of my favorite books is “Dealing with Darwin- how great companies innovate at every phase of their evolution” written by Geoffrey Moore. It is well worth a read. When you work through his other books and connect thinking of “Crossing the Chasm”
- [Exploring Diffusion and Adoption of Innovation - Part 2](https://paul4innovating.com/2014/07/10/exploring-diffusion-and-adoption-of-innovation-part-2/): The future within our engagements will determine diffusion and adoption It is all about letting go but also grabbing more at the same time, and then finding 'it'. Technology has opened up the door to both scale and fragmentation and social business is the one pushing through this open door. We are increasingly facing the
- [Building upon four key wealth creating pillars](https://paul4innovating.com/2014/07/20/building-upon-four-key-wealth-creating-pillars/): Most rooms we enter have four sides and are traditionally built on a standard four-pillar design; they provide the structure to build upon. Presently in many of our economies, particularly in the West, we are struggling to find real growth; we are limited in our wealth-creating possibilities. Why is that? Our structures seem to be
- [Recognizing your type of innovation leader](https://paul4innovating.com/2014/07/26/recognizing-your-type-of-innovation-leader/): Often innovation succeeds or fails by the personal involvement and engagement of a ‘selected’ few- they make it happen as they are the heavyweights that have the final say. We all need to recognize the type of innovative leadership personality within our organization, the ones we are working for, as this might help you manage
- [Understanding Challenges Within Innovation Complexity](https://paul4innovating.com/2014/06/23/understanding-challenges-within-innovation-complexity/): We need to think differently about innovation and why it needs complexity and adaptive thinking as part of its design. Complexity within systems challenge us to think differently, it pushes us to think outside often our normal experiences, to confront and understand and then restructure, often the unordered, into a new order. Organizations are in
- [Place Your Future Bets - Invest In Innovation Capital](https://paul4innovating.com/2014/08/01/place-your-future-bets-invest-in-innovation-capital/): Place Your Future Bets – Invest In Innovation Capital
- [Connected Enterprise, Connected World with GE](https://paul4innovating.com/2014/10/10/connected-enterprise-connected-world/): I was delighted to be invited onto a panel with GE at their R&D centre in Munich this week forming for me a connected enterprise and a world perspective that one rarely gets without being present and engaged with companies like GE. Dubbed "Innovation Breakthroughs - Igniting Europe's Growth" They were celebrating 10 years of
- [Risk Is Understanding Your Scope of Reach Should Exceed Your Grasp.](https://paul4innovating.com/2014/08/08/understanding-risk-your-scope-of-reach-from-your-grasp/): We were not born as risk-takers but we can develop it through our own growing self-actualization, creativity, a pursuit for growth and enjoying that feeling of being stretched, going beyond your normal scope of reach. Well some of us do, but sadly most tend to become risk-avoiding because of the environment they are in or
- [Redesigning the organizations middle for a new innovation shape.](https://paul4innovating.com/2014/08/15/redesigning-the-organizations-middle-for-a-new-innovation-shape/): Let’s admit it, our middle management needs a radical makeover, a new fitness regime to make us far more innovation fit. Most organizations do need to change their middle management structures as they are far from that necessary ‘fitness for 21st-century purpose’ in a constantly changing, challenging, more open innovating world. The general argument goes
- [Asset Orchestration is Required for more Dynamic Innovation](https://paul4innovating.com/2014/08/21/asset-orchestration-is-required-for-more-dynamic-innovation/): We all should recognize the incredible power of orchestration that is needed in innovation to bring the initial idea into a final successful commercial concept. We have an ongoing need to create, extend and modify resources constantly and to achieve this we need to orchestrate and enable those resources to exploit and execute our innovations.
- [Reflecting on the Three Horizon Model for our Innovatation in the Future](https://paul4innovating.com/2014/08/23/reflecting-on-the-value-of-the-three-horizon-model-for-our-innovating-future/): There is that prevailing sense that we are just managing the business, as usual, leaving many increasingly uncomfortable and feeling exposed to concerns over innovation in the future. Why? Our businesses are not adapting fast enough to changing conditions in the market, often lagging in the competitive race to update and keep relevant. Businesses are
- [Three Horizons - fields of future, full of foresight.](https://paul4innovating.com/2014/09/02/three-horizons-fields-of-future-full-of-foresight/): I’d like to relate to parts of a book that came out in late 2013 from Bill Sharpe, actually more a booklet, called “Three Horizons: The Patterning of Hope”, published by Triarchy Press, has some really helpful insights that is truly fields of future, full of foresight. In this book, Bill outlines his distinct ways
- [Seeing Your Innovating Future Across Different Horizons](https://paul4innovating.com/2014/09/05/seeing-your-innovating-future-across-different-horizons/): The three horizons offer us much to frame our innovating future Following a couple of recent posts on reflecting on the three horizons methodology, firstly here and then here, I wanted to come back to where I see real value, in managing your innovating future. The 3H methodology enables us to look out into the
- [Opening Ourselves Up to the Innovation Mashup](https://paul4innovating.com/2014/09/10/opening-ourselves-up-to-the-innovation-mashup/): Sometimes some things come slower than others, and then they suddenly rear up and hit you, opening you right up to completely new ways of innovation. We don’t make all the connections we should; we are too caught up in our little world, beating our existing drum, drowned out by its own noise, to step
- [The growing need is to move innovation into the cloud.](https://paul4innovating.com/2014/09/23/the-growing-need-is-to-move-innovation-into-the-cloud/): As business organizations continue to struggle with the decision of ‘if and when’ and then ‘what’ within their systems and processes should go into the cloud, one should ask where does innovation sit in this gathering, if not compelling and overwhelming view, that the cloud will bring IT closer to the business needs of today
- [Building Collective Agility for Innovation](https://paul4innovating.com/2014/10/01/building-collective-agility-for-innovation/): Agility is important to me. For me, agility and innovation have needed to always go together. I named my company Agility Innovation Specialists and at its core, we state that the value of this focus can offer a real “intensity in innovation” that we believe reflects today’s world of need. We encourage you to disrupt
- [The Real Race is to Invest in Knowledge Assets and Grand Innovation Challenges](https://paul4innovating.com/2014/10/05/the-real-race-is-to-invest-in-knowledge-assets-and-grand-innovation-challenges/): We need to connect our knowledge and put these assets into solving grand challenges. Lets focus on the bigger picture here. Developing our knowledge and then putting it to good use gives us the potential for securing a competitive position- that goes without saying, perhaps. Living in Europe offers us enormous history, diversity and a
- [Are you hearing all the voices for ideas?](https://paul4innovating.com/2014/10/17/are-you-hearing-all-the-voices-for-ideas/): So where do ideas come from? The most popular one is the ‘voice of the customer’ yet this is one of the many ‘voices’ that need to be allowed to speak. In this fuzzy front end of innovation where ideas are generated, there are many places we can ‘discover and listen’ to the voices that
- [Inspiration, Ideation and Implementation](https://paul4innovating.com/2014/10/21/inspiration-ideation-and-implementation/): Finally, I am completely surrounded by inspiration, ideation and implementation. I have that feeling of being somewhat overwhelmed, I can’t twist and turn anymore, it simply will not go away. Do I throw myself off the building or decide to listen a little longer? It really is forcing me to think. Today it seems whenever
- [Lay out the path, get out of the way but give me ambition please.](https://paul4innovating.com/2014/10/22/lay-out-the-path-get-out-of-the-way-but-please-give-me-ambition/): Today we see a new commission elected in Europe. As a European you always want this to be a new beginning, a new hope, having plenty of ambition, perhaps a new start for Europe. Jean-Claude Junker has become the new president of the European Commission and along with his new Commission team has been setting
- [The Arrival of the Digital Monsoon for Innovation](https://paul4innovating.com/2014/11/01/the-arrival-of-the-digital-monsoon-for-innovation/): If you ever have lived in the tropics you know of the arrival of the monsoons. Skies darken, clouds gather, often thunder and lightning combine, the wind picks up and the rain 'announces' its arrival in sheer torrents of heavy, drenching, wave-upon-wave of unrelenting force. It is hard to stand upright or know what to
- [Smart, Connected Products Will Radically Alter the Value Proposition.](https://paul4innovating.com/2014/11/06/smart-connected-products-will-radically-alter-the-value-proposition/): Marketing has worked for years in framing the marketing mix on the classic 4P theory of product, price, promotion and place for finding its value proposition, today it is becoming smart by being connected. Then this was extended for the need to bring in the service aspect, by becoming the 7P, adding physical evidence, people
- [The proliferation of transitory moments are ahead](https://paul4innovating.com/2014/11/12/the-proliferation-of-transitory-moments-are-ahead/): Recently I was reading that up to now, each digital technology change was a separate era but today we are facing something seemingly different, a collision, a proliferation of transitory moments. A whole mash-up of disparate technologies and systems, that seem to be heading for such an explosion of change, a post-digital transformation. This merging
- [Questioning internally those many product failures](https://paul4innovating.com/2014/11/21/questioning-internally-those-many-product-failures/): There is a variety of different views on our product failure rates. According to some, the failure rate for new products launched for instance in the grocery sector is 70 to 80 per cent in the US. For smaller US food businesses launching new products, the success rate is even lower around 11 per cent.
- [Seeing the Energy Transition in Different Horizons and Innovative Ways](https://paul4innovating.com/2020/05/10/seeing-the-energy-transition-in-different-horizons-and-innovative-ways/): The majority of my recent work has been in investigating and building a comprehensive understanding of the #energytransition. It is, to say at the very least, complex and challenging, but for me, satisfying and rewarding. Let me briefly explain how I am going about this and why. Why am I seeing the energy transition in
- [Exploring the Energy Transition Fitness Landscapes - opening thoughts on Hydrogen](https://paul4innovating.com/2020/05/19/exploring-the-energy-transition-fitness-landscapes-opening-thoughts-on-hydrogen/): I am have been struggling with the Hydrogen Story. It is tough to relate to something where the realization may take 40 years to move from ambition to achievement. I get it that delivering Hydrogen is the vital piece of the decarbonizing of the world by 2050, yet it does seem a long, hard road
- [A pathway to building more dynamic innovation capabilities](https://paul4innovating.com/2020/10/11/a-pathway-to-building-more-dynamic-innovation-capabilities/): To build a pathway to enabling more dynamic innovation capabilities needs to go through Nine Stages. These nine stages are, in my opinion, needed for developing an understanding of your innovation capabilities, so as to make them more dynamic and, as a result, to be at the top of your innovation game. This “step process,”
- [Building competence and capacity to expand capabilities for innovation](https://paul4innovating.com/2021/02/08/building-capability-and-capacity-to-expand-capabilities-for-innovation/): For innovation to be successful, the bottom line is the commitment and focus made for building the capabilities and competencies in innovation. It is recognition that people make us the real value and ARE the innovation success equation in my opinion So we must simply invest in them by focusing on the 3 C's of
- [The art of backcasting needs care in innovation activities](https://paul4innovating.com/2021/01/02/the-art-of-back-casting-needs-care-2/): Backcasting is a planning method that starts with defining a desirable future and then works backwards to identify policies and programs that will connect that specified "future to the present". The fundamentals of the method were outlined by John. B. Robinson from the University of Waterloo in 1990. The fundamental question of backcasting asks: "if
- [Designing unique innovation workshops is hard work](https://paul4innovating.com/2021/02/15/designing-unique-workshops-is-hard-work-2/): Finding opportunities for Innovation and Growth is hard work. It is the value of having good, interactive, highly participative workshops that breaks much of those initial barriers to allow the hard work to begin more cohesively and collaboratively. I believe any workshops design must meet your needs, push the thinking, and generate new returns in
- [As new digital technology dawns for innovation](https://paul4innovating.com/2014/11/22/a-new-digital-technology-dawns-for-innovation/): As new digital technology dawns for innovation | Building Ecosystems for Business Innovation
- [Is the balance in innovation activity about to change?](https://paul4innovating.com/2014/11/23/is-the-balance-in-innovation-activity-about-to-change/): Is the digital technology we see emerging today going to be able to provide the positive tension between rational and randomness that takes place in our innovation activities today? Will digital begin to dominate our innovative thinking, will we lose this randomness, this spark of human creativity or will it be allowing this to connect
- [Aligning digital discovery with physical innovation outcomes.](https://paul4innovating.com/2014/11/24/aligning-digital-discovery-with-physical-innovation-outcomes/): We really do seem to be in a really evolutionary period, with the explosion of change taking place in the post-digital world of cloud, big data, social and interconnected devices. The discovery of insights from all this embedded intelligence, social activity and data analytics is leading us to realize a potentially significant wave of new
- [IT is Struggling to be the Digital Technology Master](https://paul4innovating.com/2014/11/25/it-is-struggling-to-be-the-digital-technology-master/): There is so much occurring in new applications and alternative solutions, it is a very tough position for most dealing in technology to truly master all of these breaking options they might have to consider. It must be a little overwhelming when many responsible for IT have for years not had any strategic involvement and
- [The need to respond quickly to new business objectives](https://paul4innovating.com/2014/11/26/the-need-to-respond-quickly-to-new-business-objectives/): The business objectives will change as we invest heavily in digital technologies, as we increasingly recognize and embrace this changing world where digital knowledge and insights begin to challenge and change our existing frameworks of innovation thinking. Part five of a seven-part series The outcomes of the investment are expected to provide clear returns and
- [The Need to Automate the Innovation Process](https://paul4innovating.com/2014/11/27/the-need-to-automate-the-innovation-process/): There has always been a consistent call to automate the innovation process. Now it might turn into a stampede, based on real 'digital' need. We have made solid progress in the use of out-of-the box software for capturing ideas at the ‘fuzzy front end.’ We have developed pipelines and use product life cycle software systems
- [So Welcome to the Age of Digital Innovation](https://paul4innovating.com/2014/11/28/so-welcome-to-the-age-of-digital-innovation/): Digital technology is about to become the precursor for all the changes we have put off for years within our organizations. We need to radically improve our abilities to engage, relate and discover new innovation opportunities at a completely different level of faster performance. There are many issues both strategic and tactical to work through,
- [Tackling the internal Jobs-to-be-done for improving Innovation](https://paul4innovating.com/2014/12/02/tackling-the-internal-jobs-to-be-done-for-improving-innovation/): We are constantly nudged toward understanding the needs of customers through the jobs to be done approach to shaping our innovative solutions. So why do we still seem to not achieve this ‘higher purpose’ of providing solutions to customers’ needs? Predictable growth has run its course as we live in unpredictable times; we need a
- [Dealing with Your Darwin Effect through Innovation](https://paul4innovating.com/2014/12/10/dealing-with-your-darwin-effect-through-innovation/): I have been working away, as my labour of love, frustration and sheer determination, on my thinking through the ‘harnessing’ of the dynamics within innovation, to offer organizations their innovation fitness and future landscape design, so as to radically alter their present capabilities and capacity to innovate. The aim is to relate these to where
- [My innovation wish for 2015](https://paul4innovating.com/2014/12/26/my-innovation-wish-for-2015/): I would like to see emerge a different ‘sustaining’ capacity built around innovation as the continuous core, constantly evolving, adapting, learning and adjusting, in perpetual innovation motion. A truly integrated innovation solution that sits in our organization to allow innovation to be fully leveraged and exploited. We need to recognize innovation has many touchpoints and
- [Where are the new feeding grounds of innovation?](https://paul4innovating.com/2015/01/04/where-are-the-new-feeding-grounds-of-innovation/): I am presently reading an early release draft of a book written by Mike Docherty of Venture2, on innovation, and I would certainly recommend the read when it comes out. The book Collective Disruption will be available as of February 2015. The book as Mike wrote to me, is aimed at corporate leaders, both in
- [Is all investment about the future?](https://paul4innovating.com/2015/01/13/is-all-investment-about-the-future/): I was reading an article by Doug Collins on the “three wishes for the innovation practitioner for 2015” where he points out “2014 was the year for share buybacks and dividends". An article from Bloomberg reports that companies in the Standard & Poor’s 500 Index are “poised to spend $914 billion on share buybacks and
- [We need the engagement platform for translating big data learning](https://paul4innovating.com/2015/01/25/we-need-the-engagement-platform-for-translating-big-data-learning/): Big Data is knocking very loudly on our door, how are you going to let it in and manage it? How can we liberate that creative energy we have within our organizations, how can we achieve higher engagement? How can we learn, share and transform the knowledge that is all around us, simply flooding in?
- [The last five yards - the really hard part](https://paul4innovating.com/2015/02/01/the-last-five-yards-the-really-hard-part/): It seems so simple doesn’t it - “bringing final ideas to market”. So easy to say, yet it does seem so very hard to achieve. Everything we should be aiming towards boils down to the judgement of a ‘successful execution’ or not. It is this last, hard five yards of all the work that went
- [Seeking strategic and innovation alignment conversations](https://paul4innovating.com/2015/02/05/seeking-strategic-and-innovation-alignment-conversations/): Seeking strategic and innovation alignment conversations | Innovation stands in service to the strategic goals of our organization, or it certainly should! The first thing is you need to have a solid, thoughtful conversation around the type of strategic emphasis you wish to achieve from your innovation activity, and how will it support the organization's strategic direction. These can be aligned to
- [Are you engaging with all the different voices around you?](https://paul4innovating.com/2015/02/12/are-you-engaging-with-all-the-different-voices-around-you/): Having different perspectives and voices will enhance your innovation activities, they provide diversity, stimulus and greater options for you to consider the future innovation journey. How do we set about engaging with all these different voices surrounding innovation? Have you ever worked with the three horizon framework? It is really useful for managing your innovation
- [The Four Lenses of Innovation by Rowan Gibson](https://paul4innovating.com/2015/02/17/the-four-lenses-of-innovation-by-rowan-gibson/): Every now and then, a book comes along that completely surprises me in terms of my own reactions to it. They always force me to unglue some of my preconceived ideas thankfully, and then I can stick them back together again into a whole new pattern. To be honest, I still have not fully figured
- [Building Innovation Capability Through Three Interlocking Platforms](https://paul4innovating.com/2015/02/20/building-innovation-capability-through-three-interlocking-platforms/): A little while back I was reading somewhere an academic paper and it triggered a thought on interlocking platforms for innovation, so I set about capturing it for this post, and then it somehow got filed away. So this is the reworked opening thought to record the idea to 'capture' it, so I can reflect
- [What makes up your innovation capital?](https://paul4innovating.com/2015/02/25/what-makes-up-your-innovation-capital/): If someone came to you and asked the question: “tell me what makes up your financial capital?” I expect you could answer this fairly comfortably. It might need a little added help from your finance department but you could produce and show significant details that we are all 'schooled' to understand and generally have accepted,
- [Are you going all digital on me?](https://paul4innovating.com/2015/03/01/are-you-going-all-digital-on-me/): Well then, are you going all digital on me from your innovation activities? Take care, it does change our view of the world, as we look inside-out or even, outside-in So there we all were, getting really very comfortable in our open innovation activities, learning to collaborate and co-create outside our organizations. Even our management
- [Our longer term winner is clearly open digital innovation](https://paul4innovating.com/2015/03/05/our-longer-term-winner-is-clearly-open-digital-innovation/): In my last post I was discussing the effect digital would be having on our innovation activities, be these presently opened or closed. The impact of digital innovation changes the innovation paradigm significantly. Organizations can stay digitally closed in their innovation activities, moving beyond simply developing innovation solutions themselves into a connected (closed) network, where
- [Tuning out, a need for simplification and better value](https://paul4innovating.com/2015/03/11/tuning-out-a-need-for-simplification-and-better-value/): I have been totally struck by the overwhelming number of webinars being offered to me on a daily basis, all related to innovation and all free. Am I the only one getting overwhelmed in choice, underwhelmed in content value? This is a bit of a long rant, so turn away now those who love all
- [Exploring the Drivers of Innovation Change](https://paul4innovating.com/2015/03/18/exploring-the-drivers-of-innovation-change/): I always show a particular interest in statements claiming to have identified a relevant driver of innovation change, then think through these. Can these be valuable and be associated to the portfolio situation within an organization's need, in seeking different viewpoints of product or service change? Opening up our thinking to change can drive our
- [Moving innovation into our Core- Part One](https://paul4innovating.com/2015/03/22/moving-innovation-into-our-core-part-one/): Innovation has sat outside the core of organizations' central systems for long enough. Arguably this lack of being a core as the central need of providing sustainable growth holds the deeper understanding of innovation back. A core that could offer up the sustaining value and contribution innovation can make, to the growth and future well-being
- [Moving Innovation into our Core - Part Two](https://paul4innovating.com/2015/03/25/moving-innovation-into-our-core-part-two/): A three-part series on rethinking the management of the innovation system. Part two, recognizing the broken process we currently have that stops innovation from becoming a core. The innovation process and the structures build into our organization certainly need to be changed. I outline here different barriers that require a change to bring innovation more
- [Moving innovation into our core -  Part three](https://paul4innovating.com/2015/03/27/moving-innovation-into-our-core-part-three/): This is the third and final part of this series on the rethinking within the management of the innovation system and how to view the core. Part three- Technology will drive innovation change. We are in need of a different sustaining capacity, one build around innovation as its continuous core; constantly evolving, adapting, learning and
- [Eight possible pitfalls or sinkholes around innovation](https://paul4innovating.com/2015/04/04/eight-possible-pitfalls-or-sinkholes-around-innovation/): Why is it we always seem to fail back into the same traps or pitfalls? Bad habits seem to always reoccur even when we work on trying to eradicate them. Or we ignore the warning signs that were 'signalling' the problem until it is too late? For me, innovation has eight possible pitfalls or sinkholes
- [Balancing Our Innovation Understanding](https://paul4innovating.com/2015/05/01/balancing-our-innovation-understanding/): Recently I have been hearing a lot about different innovation equations that will deliver value on the efforts you put in. I think the activity behind all of this is actually very encouraging, it shows the current dissatisfaction with what we have and the quest for providing a formula for overcoming this ‘present state’. I
- [Walkabouts are needed for learning and testing ourselves](https://paul4innovating.com/2015/04/15/walkabouts-are-needed-for-learning-and-testing-ourselves/): How often do you pause for thought, testing yourself, questioning even simply for 'just those few minutes,' to allow yourself to openly challenge where you are and what you are attempting to do? We keep relentlessly moving on, like a wandering herd of buffalo, always looking for fresh pasture, those new feeding grounds. It's not
- [The Connected Art of Selling Outcome-Based Solutions](https://paul4innovating.com/2015/05/07/the-connected-art-of-selling-outcome-based-solutions/): The typical linear and often siloed mindset that we have for much of our innovation thinking within our business organizations has to rapidly fall away. We are in the 'cusp' of a fundamental change that technology, platforms and connected ecosystems will bring into the mix for connecting and collaborating in dramatically different ways than in
- [Disruption, Destruction, Digital  Our Way of Future Life?](https://paul4innovating.com/2015/05/09/disruption-destruction-digital-our-way-of-future-life/): I wanted to depart from just focusing on extolling innovation within this post - a sort of sound off, of sorts, it is a real need to look to the future. It seems in all I keep reading that we are being extorted to disrupt our enterprises before someone else does. The constant threat of
- [Delivering the innovation core: building capability, capacity and competency.](https://paul4innovating.com/2015/05/14/delivering-the-innovation-core-building-capability-capacity-and-competency/): Each organization needs to understand its strategic resources to build continuously innovation, so as to sustain and grow the organization; otherwise, it will eventually die, starved of what is vital to sustaining itself. The resources provide the lungs that give oxygen; they need to constantly be nurtured, too breathe and pump new life into the
- [The challenge for the CIO is the fusion of business and IT.](https://paul4innovating.com/2015/05/19/the-challenge-for-the-cio-is-the-fusion-of-business-and-it/): In the past twelve months or even more, I think there have been some exceptional reports and thinking coming out of Deliotte’s group on business issues These have been from their dedicated practice centers, their University Press and the Deliotte Consulting LLP, mainly from the US practice. I would regard their thought leadership as
- [Art and Science Combines for Innovation](https://paul4innovating.com/2015/05/28/art-and-science-combine-for-innovation/): So do Art and Science combine for innovation? First of all, what we do does come from us as humans, in our actions and needs,these are also the starting point for innovation, pushing for something new; it is linked to experiences and questioning, seeking out and wanting to explore “all things possible”. The powerful combination
- [Innovation needs different time and thinking horizons](https://paul4innovating.com/2015/06/01/innovation-needs-different-time-and-thinking-horizons/): We often constrain our innovation because we ‘shoehorn’ any conceptual thinking into a given time, usually the yearly budgetary plan. This shoehorning often dominates the actions decided and can exercise a large influence in this constraining of ideas to realization. We should make the case that different types of innovation operate and evolve over different
- [The ongoing challenge is making change our constant](https://paul4innovating.com/2015/06/07/the-ongoing-challenge-is-making-change-our-constant/): Thinking about the managing of change has been occupying my mind in recent weeks. It will continue into the next few weeks as Jeffrey Phillips of OVO Innovation and I have co-authored a White Paper called “the critical interplay among innovation, business models and change” as it rolls out. In this we provide a foundation
- [The "C" change within innovation](https://paul4innovating.com/2015/06/12/the-c-change-within-innovation/): We all want innovation but often we take a 'selected' focus on the changes we are bringing about. It is either in the external market place in new products, services and even new business models, yet we often ignore the amount of change we should be considering within our own organization. As we ‘learn’ to
- [The Interplay Surrounding Innovation](https://paul4innovating.com/2015/06/17/10868/): Innovation should be the primary source of real change. Often when exciting new innovations occur they have the power to significantly change our habits, and choice of product, preferences and ways we set about our daily lives. Yet why is it we often ignore the power of change when we design innovation? We often fail
- [The Interplay in 3 Essential Change Points for Innovation](https://paul4innovating.com/2015/06/20/the-interplay-in-3-essential-change-points-for-innovation/): There is always a certain impact that innovation brings, it should change habits, alter perceptions, improve our lives or alter the way we work and think. Each change brought about by innovation does have different impact effects upon three important market constituents: customers, the markets and the industries themselves but also and often totally under-appreciated,
- [A new innovation perspective - change to fluidity](https://paul4innovating.com/2015/06/29/a-new-innovation-perspective-change-to-fluidity/): Today most innovation is focused on creating new products or services. These new innovations frequently change or modify operating models and business models, often not by deliberate design. We’d stipulate that most innovation should be focused on updating and changing business models constantly and with increasing focus. With this focus new products and services become
- [Fluidity - the growing need of organizations today.](https://paul4innovating.com/2015/07/02/fluidity-the-growing-need-of-organizations-today/): Organizations are facing increasing a dilemma in how they organize and manage within their systems and structures. They are being forced to deal in increasingly complexity and environmental turbulence and 'adapting the appropriate response' remains increasingly a difficult one to master, within the existing regime and structures. On the one hand the value in stability
- [The Three Horizons - Providing a Common Language in its Innovation Use](https://paul4innovating.com/2015/07/05/the-three-horizons-providing-a-common-language-in-its-innovation-use/): As you may know, I have been writing significantly around the Three Horizons in relationship to innovation. Initially drawing on the foundation within the McKinsey initial papers, updated here under their enduring ideas, and in particular based on by its original authors of the book "The Alchemy of Growth" by Mehrdad Baghai, Steve Coley, David
- [The Compelling Value of the 3H for Innovation Management](https://paul4innovating.com/2015/07/09/the-compelling-value-of-the-3h-for-innovation-management-2/): Following on from my suggested Common Language approach to the Three Horizons, I would like to outline here its significant value, within any innovation management thinking. Clarifying our options requires multiple thinking horizons – seeing beyond for all possibilities by listening to the different voices For me, the three horizons have great value to bring
- [Changing the workplace environment for innovation?](https://paul4innovating.com/2015/07/16/changing-the-workplace-environment-for-innovation/): You can’t escape the reality that having the right environment for innovation means different things to different people. What we should be all able to agree upon is that the environment for innovation houses many of the conditions that connect innovation in people’s minds. The environment needs to be connected to the vision around innovation,
- [Shifting Radically the Innovation Business Model](https://paul4innovating.com/2015/08/07/shifting-radically-the-innovation-business-model/): I have been spending some significant time questioning the current innovation business model, from both the customer's (clients) perspective and the innovation consultants’ one. Now we all know not all things are equal, many companies have invested significantly in improving their innovation capabilities. Many of these have been heavily reliant on outside help in achieving
- [Making an impact on an organization's innovation environment](https://paul4innovating.com/2015/07/23/making-an-impact-on-an-organizations-innovation-environment/): Where do you set about to intervene and begin to change the organization's ability to innovate? There are seemingly so many intervention points it can get bewildering. The innovation environment can be made-up of how well you collaborate and network, the level of the group and individual interactions, the presence and commitment of leadership towards
- [Innovating: So What Is Possible?](https://paul4innovating.com/2015/07/29/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 what the market wants, we will more often than not, end up disappointed in our innovative solutions. Simply generating ideas,
- [Moving towards a new innovation service model](https://paul4innovating.com/2015/08/12/moving-towards-a-new-innovation-service-model/): The realization that innovation goes way beyond product innovation is a massive hurdle for many of our existing organizations to overcome, certainly in what they are offering today as solutions. We are also witnessing such significant erosion of long-standing practices, and established boundaries between suppliers and customers, you get this feeling that everything is blurring.
- [The innovating power of ecosystems and platforms](https://paul4innovating.com/2015/08/17/the-innovating-power-of-ecosystems-and-platforms/): Our whole understanding of innovation is changing; there are numerous shifts occurring. We are moving towards a new management of innovation where 'greater' collaboration is fueling new business models built on platforms, formed around ecosystems of communities with vested interest, contributing and extracting value. Today and in the future, the value is created outside the
- [Our inabilities to adapt needs changing.](https://paul4innovating.com/2015/08/20/our-inabilities-to-adapt-needs-changing/): Erosion is everywhere, it just seems inevitable, we somehow get caught up in the process of time and our organizations seem to 'freeze' before our eyes, then simply age. They become fixed, rigid and locked into their established ways, not adapting to the changes occurring around them. We often give up and leave, moving on
- [Technology leads, innovation exploitation is lagging](https://paul4innovating.com/2015/08/26/technology-leads-innovation-exploitation-is-lagging/): There is a growing, perhaps even an overwhelming business case, for transforming the innovation management structure. The new combination is the new connections through people and things (IoT) that we can achieve a new innovation potential. We will obtain increasing more powerful insights that have the real potential of being turned into new innovation outcomes,
- [The sharks that prey are arriving a lot earlier now](https://paul4innovating.com/2015/09/02/the-sharks-that-prey-are-arriving-a-lot-earlier-now/): Change is all around us, it is accelerating not abating. Do you feel you are trapped, encircled and just a little concerned. You often hear of volatile trading conditions, a more complex market and situations changing constantly and moving faster than ever. 'Much' seems to be closing in on us. We do know we need
- [Innovators - are you thinking about Ecosystems?](https://paul4innovating.com/2015/09/07/innovators-are-you-thinking-about-ecosystems/): Thinking about ecosystems certainly allows us to go out of our normal scope of internally generating new products. It opens up a host of possibilities, that can add significantly to a new service design, new capabilities and solving more complex problems. In opening up to managing within ecosystems, you begin to see your ability to
- [Seeking fresh winds and new directions](https://paul4innovating.com/2015/09/18/seeking-fresh-winds-and-new-directions/): Anyone who has felt the ‘full force of the wind’ will know the feeling of how hard it is to keep on your feet, to stay determined to stay upright and true, to hold the course, whatever happens. When you feel the force of change running through the organization, you tend to have that same
- [The New Innovation Value Chain Perhaps?](https://paul4innovating.com/2015/09/25/the-new-innovation-value-chain-perhaps/): These are simply some opening thoughts. For a long time, I have become increasingly dissatisfied with the way we have managed or even depicted the innovation value chain. I really think we should bring it up to date. There has been such a considerable change taking place in many of the parts of innovation management,
- [Opening up our innovation to stay relevant](https://paul4innovating.com/2015/10/03/opening-up-our-innovation-to-stay-relevant/): Our whole understanding of innovation is changing; there are numerous shifts occurring. We are opening up our thinking about where and with whom, to collaborate. We are evaluating and changing our existing focus from closed (internal orientation) into one that is having a far more open stance. We are searching for more collaborative innovation (external
- [Finding knowledge and research to help you learn and adapt](https://paul4innovating.com/2015/10/08/finding-knowledge-and-research-to-help-you-learn-and-adapt/): "The world has never been as complex, dynamic and uncertain as it is today and the pace of change will only increase." We hear this consistently, our continual problem is trying to make sense of it. So much is coming towards us and to assimilate it and turn it into value, usable value, so we
- [Deeper read or quick summary? Depends on the time we have.](https://paul4innovating.com/2015/10/14/deeper-read-or-quick-summary-depends-on-the-time-we-have/): I recently wrote a post “Finding knowledge and research to help you learn and adapt”. On reflection, I should have replaced the word “research” with “time”……time to help you learn and adapt. Finding time is a real struggle and going that extra mile to read thought leadership views, long often drawn out reports or academic
- [Achieving Innovations Capability Coherence](https://paul4innovating.com/2015/10/20/achieving-innovations-capability-coherence/): Innovation often fails to align to the strategic needs. This is often not the fault of the innovator. Many innovators are simply happily working away with no specific guidelines, apart from the general remit of “we need to be more innovative”, it lies in the boardroom that is not communicating the board’s needs clearly enough
- [We are transcending traditional industry and product boundaries](https://paul4innovating.com/2015/10/25/we-are-transcending-traditional-industry-and-product-boundaries/): It seems this is the era of the digitally savvy entrepreneur. With the dizzy array of choices, combined with technical prowess and ‘plugging’ these into ‘seen’ customer needs. These are setting about disrupting existing businesses and establishing new ones, on an ever-increasing global scale. So what and how is the incumbent meant to react if
- [Risk and Innovation frustrate me](https://paul4innovating.com/2015/11/17/risk-and-innovation-frustrate-me/): I have been really struggling in the past few weeks. Partly a niggling health issue finally got resolved with a 'delightful' week in the hospital, a couple of operations later, with a reasonably speedy recovery now thankfully underway. The plan of course was for me to really use this confinement period as one of those
- [The Challenges Being Faced by Innovation Consultants](https://paul4innovating.com/2015/11/22/the-challenges-being-faced-by-innovation-consultants/): From my perspective, I've been looking at a real challenge today, that many consultants offering innovation services are not providing real sustaining consulting value to clients, only ad-hoc services. Unless this changes it will continue to erode the clients’ confidence in these service providers and they will be seeking increasing internal solutions to tackle their
- [Constructing Innovation as Value Management](https://paul4innovating.com/2015/11/26/constructing-innovation-as-value-management/): Innovation needs to create value, both short-term and progressively over time. It fuels the growth and fires the imagination. Yet our innovation activities are constantly coming up short for the leaders within our organizations, who continue to remain disappointed in its final outcome to stimulate and drive the growth they want to see. It is
- [Sinking the unthinkable](https://paul4innovating.com/2015/12/03/sinking-the-unthinkable/): The days of simply having ideas moving through a pipeline and coming out the other end as finished product and services seems part of our great past. I believe Innovation is becoming overwhelmed by all the changes we are applying into innovation activity and its management. I would say the IM system is under even
- [The State of Innovation Management in 2015 Just Released](https://paul4innovating.com/2015/12/11/the-state-of-innovation-management-in-2015-just-released/): As we come closer to the year-end it's good to look back, and make some dedicated time to take ‘stock’, in this case, on innovation’s progress. In a just-released "The State of Innovation Management in 2015" that I have authored and kindly provided by HYPE for free, I believe you will find something of interest
- [Striving for the innovation balance: between exploring and exploiting.](https://paul4innovating.com/2015/12/16/striving-for-the-innovation-balance-between-exploring-and-exploiting/): We never seem capable of adapting as well as we should do. Adapting always seems a work-in-progress, or it is often something where we are simply making little or no progress! We often stay 'stuck' in the way we do 'things' around here, never seemed able to break out into something new or different. To
- [Making Agility Compatible For You](https://paul4innovating.com/2015/12/22/making-agility-compatible-for-you/): Is Agility compatible for many working in established businesses? “To be agile” is often a badge of honor. It conveys your flexibility, nimbleness and your ability to be adaptive. Agility is today going far beyond just being responsive,it goes into constantly adjusting and being versatile, modifying to meet rapidly changing conditions. Yet this often seems
- [That sudden surge within the crowd](https://paul4innovating.com/2015/12/28/that-sudden-surge-within-the-crowd/): Have you ever been caught up in a sudden surge within a crowd, when it all suddenly moves, temporarily sweeping you off your feet. This is making the pulse race a little more until you actually begin to enjoy the sensation? It brings out a sudden rush of emotions. It can be intense, it moves
- [GE and its Global Innovation Barometer 2016](https://paul4innovating.com/2016/01/19/ge-and-its-global-innovation-barometer-2016/): I always look particularly forward to this report as it provides a range of insights that are shaping our world and how innovation is adapting and altering this. Now the report in its fifth edition, it is now spanning 23 countries where the opinions of senior innovation executives or the equivalent are sought out, covering
- [Moving innovation even more in 2016](https://paul4innovating.com/2016/01/01/moving-innovation-even-more-in-2016/): Are we entering 2016 with an innovating mind-set? We need too, so as to seize the growth that is going to be tougher to find. As we look to enter into 2016 what is top of mind for innovation to take hold and become the real core within our business organizations? Some of my quick
- [Sorting through our Innovation Management Tools](https://paul4innovating.com/2016/01/14/sorting-through-our-innovation-management-tools/): We all are caught up in handling and understanding different management tools. The numbers are accelerating, and if anything it's adding more confusion to the pile we already have. So let’s see if we can help here, step back a little from your favourite tool and look at this just a little more deeply. How
- [Delving into a complex world: helping to keep pace](https://paul4innovating.com/2016/01/25/delving-into-a-complex-world-helping-to-keep-pace/): "The world has never been as complex, dynamic and uncertain as it is today and the pace of change will only increase." We hear this consistently, our continual problem is trying to make sense of it for ourselves, we know all around us seems to constantly increase in its complexity but how are we keeping
- [Deeper read or quick summary- finding the time](https://paul4innovating.com/2016/01/28/deeper-read-or-quick-summary-finding-the-time/): I recently wrote a post “Delving into a complex world- helping to keep pace”.……to help us to keep pace, learn apply and adapt. Finding time to read and extend our thinking is a real struggle and going that extra mile to read thought-leadership views can be a step to far, I know but I can’t
- [Living in a globally connected world of Innovation](https://paul4innovating.com/2016/02/09/living-in-a-globally-connected-world-of-innovation/): As we think through innovation, do we every consider the broader global effects and what is helping us to accelerate or seemingly holding us back in our innovating impact? For policy makers around the global all working to design the most optimum innovation conditions, they might not be considering enough about the true effects their
- [Is this really breaking the traditional model on Innovation?](https://paul4innovating.com/2016/02/12/is-this-really-breaking-the-traditional-model-on-innovation/): I came across the recent launch of Capgemini's Applied Innovation Exchange today, it left me puzzled. Firstly the latest part of their hub network opened up in San Fransisco in mid January, yet I'm wondering why this is the first time I have come across this?. Putting that aside the website, the current point of
- [In the blink of an eye, it gets something bigger](https://paul4innovating.com/2016/02/23/in-the-blink-of-an-eye-it-gets-something-bigger/): So in the past week or so we have seen the announcement that Capgemini has acquired Fahrenheit 212, at present for an undisclosed sum, now that one was a real surprise. I have a friend when he is presented with something that stops him and makes him really have to think he would say “intriguing”.
- [Caught in the Headlights of Disruptive Innovation.](https://paul4innovating.com/2016/03/02/caught-in-the-headlights-of-disruptive-innovation/): This past weekend I had an extended period of re-reading about the effects of disruption that seems to be occurring across all points of business, our politics, our governments, it seems across our lives. I had been looking forward to a nice break up in the mountains of Switzerland, in a place near St.Moritz for
- [Achieving a Level of Fluidity in Innovation](https://paul4innovating.com/2016/03/09/achieving-a-level-of-fluidity/): There is this constant set of discussions about changing structures and models to become more adaptive, agile, lean, flexible and fluid; to react and deal with the increasing turbulence occurring all around us. We all sense this pressing need to react and become more responsive, becoming more adaptive to changing environments and business challenges, that
- [Warm and Fuzzy at the Front End of Innovation](https://paul4innovating.com/2016/03/15/warm-and-fuzzy-at-the-front-end-of-innovation/): Perhaps I have fallen into the very trap I have campaigned about in the past, in recognizing and resolving the disappointing results we achieve from all the work we put into the front end of innovation. The "warm and fuzzy" front end of innovation can make us all a little grumpy. Let me explain. I
- [Closing the innovation leadership gap](https://paul4innovating.com/2016/03/22/closing-the-innovation-leadership-gap/): We cannot get away from the reality that in most of our organizations we have a disconnect going on around innovation. Research shows a lack of engagement around innovation by non-managers, also there are claims through studies that 7 out of 10 of employees do not understand how they can make a worthwhile contribution. The
- [Are we playing snakes and ladders with innovation?](https://paul4innovating.com/2016/03/28/are-we-playing-snakes-and-ladders-with-innovation/): Have you ever played snakes and ladders? Called chutes and ladders in the US. A number of "ladders" and "snakes" are pictured on the board, each connecting two specific board squares. The object of the game is to navigate one's game piece, according to dice rolls, from the start (bottom square) to the finish (top
- [Uncharted Waters Disrupting the Corporate Boardrooms](https://paul4innovating.com/2016/04/01/uncharted-waters-disrupting-the-corporate-boardrooms/): When you read a report that has within its executive summary this: “In combination the boards stand unarmed to enter the battlefield of future business creation in a disrupted world” it makes you want to read on. In a recent report called “Radical Innovation and Growth: Global Board Survey 2016 ” (link opens the pdf)
- [No Company deserves to survive with apathy in its future](https://paul4innovating.com/2016/04/15/no-company-deserves-to-survive-with-apathy-in-its-future/): I have always found April a difficult month. It seems to be the defining month for transition between winter and summer. It can fool us on the first day (April fools day) and its weather for us in Europe does exactly the same, usually all month long, confusing us. One where it is offering up
- [Shining a powerful innovation light into the Corporate Boardrooms](https://paul4innovating.com/2016/04/19/shining-a-powerful-innovation-light-into-the-corporate-boardrooms/): So after a fairly ‘dark’ period for me, of absorbing and reflecting on a series of reports, each indicating that innovation and its management understanding is not as deeply understood in the boardroom as it should be, you need to respond. This seems an appropriate time to begin to rethink and explain innovation, partly in
- [Establishing a new mentality for innovation](https://paul4innovating.com/2016/04/28/establishing-a-new-mentality-for-innovation/): Visual two heads....different mindsets, different thinking about innovation but working together, a duality of thinking and managing innovation going forward. We must learn to explore and exploit at the same time, both in parallel and where needed, in separate ways, or entities. If we 'subject' all of our innovation thinking to go through the same
- [Rethinking the measuring of innovation](https://paul4innovating.com/2016/05/05/rethinking-the-measuring-of-innovation/): I’m a little tired of the lack of original thinking that goes into measuring innovation. Most trot out the same old chestnuts, including 'return on investment' as always, as near or at the top. Leaders want to hear this, the sad truth is getting a ‘decent ROI’ for innovation constructed (note constructed) is really hard.
- [Coaching helps overcome the ten innovation intractables](https://paul4innovating.com/2016/05/24/coaching-helps-overcome-the-ten-innovation-intractables/): A Question: If you could ask those that lead innovation, your senior organizational leadership, a series of questions that might help unlock innovation blockages, now would that be valuable? Getting to a root cause of innovation blockage So what does block innovation? Arguably there are plenty of things up and down organizations: a lack of
- [Applying innovation thinking in different horizons](https://paul4innovating.com/2016/06/11/applying-innovation-thinking-in-different-horizons/): In the past few days, I have had some exchanges on twitter with Jairo H Venegas and Ralph-Christian Ohr on different thinking around the three horizon methodology. We share similar views on its value and partly how it can be applied. Ralph and I exchange constantly and occasionally meet up together. Actually, we need another
- [I keep arguing we all need to seek out innovation alignment](https://paul4innovating.com/2016/06/20/i-keep-arguing-we-all-need-to-seek-out-innovation-alignment/): All too often strategy is not influencing the behaviours and outcomes around innovation, it is simply allowing them to be left to chance. Innovation is being ‘pushed down’ the organisation for others to interpret and offer their answers. They execute to their own understanding and often the innovations end up as not strategically aligned. That
- [Future Innovation demands a different approach](https://paul4innovating.com/2016/06/23/future-innovation-demands-a-different-approach/): I certainly believe we are in need of a fresh approach to innovation. We are facing unprecedented challenges, sluggish growth and increasing competition from unexpected sources. We need to increasingly deliver better end results; as more distinctive, bolder and creative, delivering greater value to our customers’ needs. Can we change our thinking to achieve this?
- [The role Human Resources can play in Innovation and its needed Design](https://paul4innovating.com/2016/07/01/the-role-human-resources-can-play-in-innovation-and-its-needed-design/): 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
- [Dealing with the innovation legacy lying within your business.](https://paul4innovating.com/2016/07/06/dealing-with-the-innovation-legacy-lying-within-your-business/): I know the feeling, there has been such a considerable investment that has gone into previous innovation processes to get them established but much of this is actually out of date, it has become today a real ‘legacy’ issue but there is, of course, a real reluctance to challenge it. Well you should! Often this
- [Are you having fun riding the innovation waves?](https://paul4innovating.com/2016/07/10/are-you-having-fun-riding-the-innovation-waves/): Three years back I took a view on what to focus upon in my innovation activities to meet client needs, they did seem to make sense at the time. In many ways, I was fairly happy with the outcome, as many of the places I would put my required but limited resources behind, in providing
- [Exploring the Intrapreneurial Way in Large Organizations](https://paul4innovating.com/2016/07/18/exploring-the-intrapreneurial-way-in-large-organizations/): Are we seeing a change in mentality within large organisations towards encouraging individuals to ‘break out and become more intrapreneurial within their part of the business?' Is this tapping into the increasing desire to be part of creating something new, to grab back the engagement needed, that sense of identity and a growing sense of ownership? Large organisations
- [Digital transformation – the need to transform our innovation approaches](https://paul4innovating.com/2016/07/25/digital-transformation-the-need-to-transform-our-innovation-approaches/): Business digital transformation, it can certainly get your pulse racing as you start looking for the nearest exit. Digital transformation is being asked of everybody to get involved in but do we have a sufficient understanding of it? Add in the magic ‘need’ so innovation can benefit from this business digital transformation and we begin
- [Evaluating Crowdsourcing - offering a bright future?](https://paul4innovating.com/2016/08/01/evaluating-crowdsourcing-offering-a-bright-future/): Crowdsourcing has been growing in interest for some time to change our thinking in innovation discovery. It can hold a key for us to help solve vexing questions, real challenges, and connect different voices, that builds into a community that can combine and open up the fields of opportunity for new solutions. Crowdsourcing does have
- [So Are You Thinking Crowdsourcing?](https://paul4innovating.com/2016/08/05/so-are-you-thinking-crowdsourcing/): Crowdsourcing does have a real potential in my mind but does seem to have some formidable issues to work through, to be well understood and managed. Partnering with experts in this field will help overcome many of these barriers or at least have reassuring suggestions for resolving them. Let's take a look at some of
- [Making a compelling business case for an integrated innovation framework](https://paul4innovating.com/2016/09/01/making-a-compelling-business-case-for-an-integrated-innovation-framework/): As innovation becomes a more consistent requirement rather than an occasional exercise, it must align to strategic goals and become part of the planning and execution cycle in more aligned ways. An increased focus on innovation as a consistent discipline requires significant reflection on what needs changing, what impact this change will have and
- [So how do you manage exploiting and exploring for Innovation?](https://paul4innovating.com/2016/09/07/so-how-do-you-manage-exploiting-and-exploring-for-innovation/): So how do businesses organise their structures to be able to simultaneously manage the needs to exploit and explore innovation? In this post I wanted to explain my thinking through on this ability to be 'ambidextrous', knowing the difference of when to exploit and when to explore as essential to leveraging innovation, in all its
- [Getting out of the Building, Going Cross-Industry for Seeking Out Radical Ideas](https://paul4innovating.com/2016/09/20/getting-out-of-the-building-going-cross-industry-for-seeking-out-radical-ideas/): We all value those times when we can slip away from our desk, from the computer or phone and just simply step outside. Some do this because of a necessity of topping up their nicotine levels or finding a few moments for having a chat, others just simply want to step away, relax a little and
- [Innovation, ecosystems, platforms and the promise of more to come](https://paul4innovating.com/2016/09/24/innovation-ecosystems-platforms-and-the-promise-of-more-to-come/): Jeffrey Phillips and I are launching our fourth collaboration together, this time we are exploring innovation ecosystems and the growing impact they are having in the business world through their 'conecting and collaborating difference' that can lead to vastly different final customer experiences. I just want to reaffirm what he has written on this, originally
- [The New Innovation Need: Organizing within a Networks of Collaborators](https://paul4innovating.com/2016/10/03/the-new-innovation-need-organizing-within-a-networks-of-collaborators/): We are facing tough challenges within the business world. To work through these we are all being asked to transform but there has to be a clear end, a return for all this energy and resources it requires, that we are being asked to spend? How and where does innovation fit will clearly depend on
- [The voyages of discovery we all need](https://paul4innovating.com/2016/10/20/the-voyages-of-discovery-we-all-need/): Since early September I have been significantly focused on researching, relating and renewing my understanding of Business Ecosystems, Platforms and then what led into the power and need of improving customer end experience. This came about from having some evolving conversations with my 'old' sparring partner Jeffrey Phillips, over at Ovo Innovation. He nicely moved
- [Bringing New Innovation Together Is Stretching the Mind](https://paul4innovating.com/2016/10/25/bringing-new-innovation-together-is-boggling-the-mind/): There is a profound shift taking place, relating to innovation. Increasingly we are seeing a growing dissatisfaction on the impact that innovation is having; in growth, in returns, in market and customer impact. There is a search for new solutions. One of the implications is this growing recognition that innovation is rarely succeeding in isolation
- [Swimming along a road in a flood of digital transformation](https://paul4innovating.com/2016/11/05/swimming-along-a-road-in-a-flood-of-digital-transformation/): I am so caught up in transformation, no, actually I am swimming in it. No gentle backstroke for me lapping in the digital transformations that are being written about, this is a hard swim, one I'm not sure I can stay afloat and make headway, yet I must, well actually we all must. We all
- [Mapping the customer journey is the top driver for digital transformation](https://paul4innovating.com/2016/11/22/mapping-the-customer-journey-is-the-top-driver-for-digital-transformation/): Organizations are struggling to understand the behaviors of the ‘connected’ customer. Partly it seems executives don’t engage with their brand or business in the way that their customers do. There is often a difference in understanding the value creating points between them The lack of having a well mapped out customer journey means missing out
- [Why We Are Entering A New Innovation Era In 2017](https://paul4innovating.com/2016/11/29/why-we-are-entering-a-new-innovation-era/): I wrote this recently in a post entitled "Bringing New Innovation is Stretching the Mind". It opened with this view: "There is a profound shift taking place, relating to innovation. Increasingly we are seeing a growing dissatisfaction on the impact that innovation is having; in growth, in returns, in market and customer impact. There is
- [The Perfect Conditions for Entering A New Innovation Era in 2017](https://paul4innovating.com/2016/12/02/the-perfect-conditions-for-entering-a-new-innovation-era-in-2017/): So if there was ever a time to clear the existing innovation agenda and rework the entire space for innovating, it is about to become the pressing reality as we enter into 2017. There are so many forces coming together that require this reworking. We are moving from diverging into one of converging, we are
- [Please forget best practice, it is all about next practice](https://paul4innovating.com/2016/12/14/please-forget-best-practice-it-is-all-about-next-practice/): Often you hear the request made of “can you give us a best practice snapshot; we would like to get a sense of where we are”. Firstly please forget best practice, this is a mistake for you in a rapidly changing world The trouble with best practice is you are looking at someone else’s practices
- [The future innovation core lies at the edge.](https://paul4innovating.com/2017/01/16/the-future-innovation-core-lies-at-the-edge/): Boundaries seem to be continually pushed in business, nothing seemingly is standing still, yet we are faced with many things that stay caught up in simply not being changed. Something eventually has to change, there is increasing pressure. We need to jettison old ways and establish new ones. In with the new in 2017, out
- [Taking advantage of emergence for discovery](https://paul4innovating.com/2017/01/25/taking-advantage-of-emergence-for-discovery/): So this week my research was moving around issues of complexity within innovation and I came across a great paper, written by Deborah Dougherty "Organizing for innovation in complex innovation systems" Although she is addressing within this paper the bigger more complex social and economic challenges we are facing in healthcare, alternative energy, water scarcity,
- [Building Differentiating Capabilities for Innovation](https://paul4innovating.com/2017/02/09/building-differentiating-capabilities-for-innovation/): We so often get caught up in the building of our capabilities. In some ways, I keep attempting to "peel the innovation onion" in explaining the need to focus on building the capabilities in different ways but to be honest, it needs these various approaches to an ever-changing environment. A different intensity of innovation onion
- [The New Game Or Is It? Asset Orchestration](https://paul4innovating.com/2017/02/15/the-new-game-or-is-it-asset-orchestration/): 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
- [Possibly a Significant Shift in the Innovation Consulting World?](https://paul4innovating.com/2017/02/21/possibly-a-significant-shift-in-the-innovation-consulting-world/): It always catches you by surprise when one of the leading players within the innovation space makes a change. In this case, Innosight has been acquired by Huron, a fellow professional services firm, one that has the vast majority of their business in the United States. Huron focuses specifically on Healthcare, Education, and Life Sciences
- [Reflecting on our innovation practices](https://paul4innovating.com/2017/02/24/reflecting-on-our-innovation-practices/): Innovation has been rapidly changing and much of its basics have been swallowed up by some newly defining frameworks that have raced up to the top of the innovation agenda. They have driven much of our thinking and reacting. It is right that we all respond to these but we often forget much of the
- [Setting yourself apart through Innovation](https://paul4innovating.com/2017/03/05/setting-yourself-apart-through-innovation/): Breaking News: "Over the past 15 years, a portfolio of stocks based on the Innovation Leaders analysis has repeatedly outperformed all major indexes. Average return has been 14.5% CAGR and in 2016, growth was 18.9% - significantly higher than S&P500, NASDAQ and FTSE 100. Year after year, this analysis has proven that those firms identified
- [Is innovation really important to you?](https://paul4innovating.com/2017/03/10/is-innovation-really-important-to-you/): How can we establish Innovation as the vital link to a process of change and strategic direction options? One that lifts the debates of managing today’s business by linking it into the future and then turning this thinking into a series of plausible and coherent set of activities? Innovation can drive change, change is required.
- [Solving root causes of innovation blockage](https://paul4innovating.com/2017/03/30/solving-root-causes-of-innovation-blockage/): So what does block innovation? Arguably there are plenty of things up and down organizations. For instance a lack of resources, an overcrowded portfolio of ideas, a lack of dedicated people, treating innovation as a one-off, keeping it isolated and apart from mainstream activities. Yet many are simply hidden and need surfacing and require often
- [Innovations Degree's of Connectivity, Interactivity and Sharing](https://paul4innovating.com/2017/04/02/innovations-degrees-of-connectivity-interactivity-and-sharing/): We often forget it is our people that really make innovation work. They determine the ideas, drive these forward to deliver them as new innovation concepts into the world. People connect the fragmented pieces or dots within innovation from being random and intangible, into being explicit and tangible. In the past we have often believed
- [A light-bulb moment in Innovation Learning](https://paul4innovating.com/2017/04/08/a-light-bulb-moment-in-innovation-learning/): Over the past few weeks, or is it months or is it even years, I have been constantly thinking through how we are learning in our innovation understanding. I have been struggling over this for a long time, looking to create a more compelling narrative and have only realized part of my ongoing difficulties was
- [The Global StartUp Ecosystem](https://paul4innovating.com/2017/04/13/the-global-startup-ecosystem/): The 2017 report by Startup Genome recently came out (April 5, 2017) You can find it here "Global StartUp Ecosystem Report 2017" which provides a 150-page review of the global state of startups. It is a really good resource to understand that not everything "starting up" is just coming from Silicon Valley, there are some
- [Digital technology is changing the innovation game](https://paul4innovating.com/2017/04/27/digital-technology-is-changing-the-innovation-game/): Digital technologies are beginning to have a real impact on the methods, approaches, and rates of our innovation outputs. Social technologies are giving us real-time understanding. We continually learn nthat intuition and ‘gut feel’ on research set up and gathered weeks or more often months ago, has a hidden cost as it rapidly goes out
- [Are We Crushing Real Innovation?](https://paul4innovating.com/2017/05/12/are-we-crushing-real-innovation/): Well, this morning I came across an article in the UK's Guardian newspaper, entitled "America has become so anti-innovation – it's economic suicide" written by Ben Tarnoff, a writer on technology and politics, living in San Fransisco. This article did disturb me, it triggered a number of validations in my own mind. Once you get
- [The Hidden Human Dimension of Innovation](https://paul4innovating.com/2010/08/03/the-hidden-human-dimension-innovatio/): Why do so many of us get fixated on new technologies, discoveries, inventions, the process, the structures, and even the art of creativity within innovation? Certainly, each of these has an important contributing part to play in building a coherency for innovation, but the ingredient that tops them all and is often forgotten or assigned
- [People buy meaning not product](https://paul4innovating.com/2010/08/03/people-buy-meaning-not-product/): A little while ago I was talking to the Marketing Director of one of the leading consumer goods companies here in Europe and we began talking around his question “where does design fit in innovation and consumer goods?” I started this with posing the premise back “What do things really mean?” For example we need
- [We are pushing away from the old innovating core](https://paul4innovating.com/2017/05/01/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
- [Needing To Think Applied Innovation Services](https://paul4innovating.com/2017/05/26/needing-to-think-applied-innovation-services/): We can simply go on and on in the many ways we have evolved our problem-solving techniques or methodologies, as those help the innovation and discovery process; incremental, piecemeal and experimentally. Yet we still get caught out by not resolving or addressing the essential building blocks of innovation (culture, environment, climate, governance, alignment). We have
- [Advancing My Applied Innovation Thinking](https://paul4innovating.com/2017/06/02/advancing-my-applied-innovation-thinking/): I wrote a post "Needing to Think Applied Innovation Services" recently, it was extending my view that innovation needs to change. We need to think of managing innovation in different ways, we need to automate it and in addition, augment it. I suggested in that post "we need to pull down what is needed" and
- [We are in need of a common language for innovation](https://paul4innovating.com/2017/06/22/we-are-in-need-of-a-common-language-for-innovation/): Any innovation common language needs working upon. It firstly needs recognition it is in our best interests to find a common point. It needs to be relevant to each of us, it must be current, appropriate, accurate and highly visible throughout the entire organization. It also needs to be allowed to grow and flourish, to
- [The Essential Connection Between Strategy and Innovation](https://paul4innovating.com/2017/06/27/the-essential-connection-between-strategy-and-innovation/): Most organizations are seeking solutions to the necessary connections between Strategy and Innovation. The connection between the two are often broken. Often it is within the strategies that should be outlined, lies the potential new spaces to play for innovation's design. Yet how often do we fail to connect the innovation's we design and execute
- [The Value of Having A Curators Platform for Innovators](https://paul4innovating.com/2017/06/28/the-value-of-having-a-curators-platform-for-innovators/): I would like to lay out some thoughts on why we should be considering a curation platform for innovation and the value it can bring to a broader innovation community. These are some opening thoughts that I felt needed to just "hang out there" and see where they take me and clearly, you as a
- [The Pressures Placed on the Innovator](https://paul4innovating.com/2017/07/21/the-pressures-placed-on-the-innovator/): 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
- [Reducing the friction around innovation](https://paul4innovating.com/2017/07/27/reducing-the-friction-around-innovation/): I was reading a report by the IBM Institute for Business Value’s “Fast Forward: Rethinking enterprises, ecosystems, and economies with blockchains”. In IBM's thinking, they have clearly taken friction as part of the need to be broken down within any rebuilding of the supply chain. Well, I also believe these apply equally as innovation frictions.
- [Exploring frameworks and methods you need to know as an Innovator](https://paul4innovating.com/2017/08/19/exploring-frameworks-and-methods-you-need-to-know-as-an-innovator/): Recently, well actually, over the past twelve or eighteen months, I was asked to explore and explain different frameworks that the innovator might need to know, or at least have an opinion upon. These were for HYPE and posted on their blogs, mostly under their "Methods & Frameworks" tag. Some of these investigations or explanations
- [Seeking out new Knowledge that Flows](https://paul4innovating.com/2017/08/22/seeking-out-new-knowledge-that-flows/): I have been heavily influenced by the great work of John Hagel and Deloitte's "Big Shift Index" as a frame to measure the forces of long-term change. What really holds my attention is "knowledge flows" and they are suggesting we are moving from a world of push to a world of pull. The world is
- [Innovation has a hard job to align](https://paul4innovating.com/2017/09/05/innovation-has-a-hard-job-to-align/): We need to recognize that innovation is one of the hardest things to align to strategy. It’s inherently messy, fairly unpredictable and its team-orientated approach sometimes cuts across borders, challenges different established positions and seemingly conflicting priorities. It often challenges the status quo and can on certain occasions, potentially challenge the stated strategic goals as
- [Agile Learners are ideal for Innovation](https://paul4innovating.com/2017/09/08/agile-learners-are-ideal-for-innovation/): Agility holds a special interest for me. I named my consulting business Agility Innovation Specialists and constantly am looking to emphasize that agility is really important to managing innovation. I came across an article written a few years back by the Korn Ferry Institute and I thought it was worth extracting the top line thoughts
- [Platform models are the new order of our innovating business need](https://paul4innovating.com/2017/11/28/platform-models-are-the-new-order-of-our-innovating-business-need/): We have seen the incredible rise of platforms that have become part of our everyday lives. Be these Apple, Google, eBay, Amazon, Android, Facebook, Microsoft, Alibaba, Salesforce, Uber, Airbnb, PayPal and many more, all becoming some of the hottest companies in value. They have built out their business on powerful platforms for us to simply
- [Forging our future through innovation](https://paul4innovating.com/2018/05/25/forging-our-future-through-innovation/): This is the excerpt for your very first post.
- [A platform providing innovation learning.](https://paul4innovating.com/2018/06/04/a-platform-providing-innovation-learning-2/): I was reminded last week of what I seem to have forgotten in my years of focusing on innovation or was it that feeling it was simply repeating. I am constantly aware of just how innovation has seemingly stayed still in much of its design in recent years, irrespective of what we believe have been
- [Mentoring versus Coaching for Innovation](https://paul4innovating.com/2018/06/15/mentoring-versus-coaching-for-innovation/): I bet a lot of people get caught out in not knowing the differences between Mentoring and Coaching. Equally, when you are in the coaching mode you need to guard against moving over to the mentoring mode unless it is the conscious way. Understanding the differences becomes important. Why do we need to mentor or
- [Building a Strong Innovation Advocacy In Practice](https://paul4innovating.com/2018/06/17/building-a-strong-innovation-advocacy-in-practice/): I have been a strong champion for innovation for a number of years. It has become my overriding passion, interest, and source of inspiration. I research continuously in this area, as innovation is restless, it never stays the same, it is always evolving. My worry though continues, innovation gets treated often as an add-on, often
- [Learning Platforms and Personal Learning Pathways](https://paul4innovating.com/2018/06/20/learning-platforms-and-personal-learning-pathways-2/): My mind has been swirling around the significant changes taking place in learning. Not just in the time we have available, suggested recently as 25 minutes per week to stop and learn but in the variety of ways we can learn. Clearly, many of these are digital to construct, so as to apply the more
- [The Value in Personal Innovation Learning Journeys](https://paul4innovating.com/2018/06/25/the-value-in-personal-innovation-learning-journeys-2/): If you don't have time, how can you learn? We are in need increasingly, of faster understanding, to quickly learn or resolve an immediate need, or we have this determination or essential requirement within our innovation role to deepen our knowledge and understanding of innovation. These are usually split into two parts, called "micro or
- [Putting the coordinates into your innovation world](https://paul4innovating.com/2018/06/27/putting-the-coordinates-into-your-innovation-world-2/): Innovation can be fairly complex in what needs to be pulled together, as often it 'flies' in contradiction to the normal organization's ways and wishes to work in structured, efficient ways. Innovation can often be rather chaotic and discovery-driven. One of the useful ideas of using an external resource is to put additional coordinates into
- [Building Your Own Innovation Capital Lies Within Organizational Learning](https://paul4innovating.com/2018/11/18/building-your-own-innovation-capital-lies-within-organizational-learning/): Building Your Own Innovation Capital Lies Within Organizational Learning
- [Recognizing an innovation need](https://paul4innovating.com/2019/08/13/recognizing-an-innovation-need/): Recognizing an innovation need
- [Surfacing the real barriers to innovation.](https://paul4innovating.com/2018/12/28/surfacing-the-real-barriers-to-innovation/): Here I am suggesting that there are ten intractable challenges that need breaking down and addressing to allow innovation to begin to really take hold I’d suggest this might be a great starting point. Considering the intractable in anything is hard. To recognize these firstly is terrific, as they are tough to manage but phenomenal
- [Innovation Coaching Has Real Value](https://paul4innovating.com/2018/12/01/innovation-coaching-has-real-value/): Although this seems to be expensive to undertake, one-on-one coaching offers a lasting value to connect innovation far more deeply in the way a person and their organization ‘sees it’. It provides the place of context, meaning and content if facilitated well. The importance, like all behavioral change coaching, is to create a safe but
- [Confronting Your Darwin Effect through Innovation](https://paul4innovating.com/2022/02/02/confronting-your-darwin-effect-through-innovation/): Confronting Your Darwin Effect through innovation It is so hard to let go! It is so often harder to carry on, but determination prevails! I have been working away, call it my labour of love, with plenty of frustrating moments but have "pushed on" through sheer determination, on my thinking through the 'harnessing' of the
- [Sustainability will increasingly come through innovation ecosystem designs](https://paul4innovating.com/2022/04/04/sustainability-will-increasingly-come-through-innovation-ecosystem-designs/): Making Sustainability central to our future innovation capability building will be through the adoption of taking on a new open ecosystem approach. Broader collaborations will become central for future organizations to find ways to cooperate, network and build relationships, that recognize the partnership value, to achieve a sustainable, future business that offers impact and connected
- [Innovation Ecosystem Understanding through an AI-driven approach](https://paul4innovating.com/2022/03/08/innovation-ecosystem-understanding-through-an-ai-driven-approach/): I always find it interesting when different though-strands seem to collide. You can put that down to serendipity, fate, luck or just being in the right spot at that time. I have always been a fan of the book "The Medici Effect; breakthrough insights at the intersections of ideas, concepts and culture" by Frans Johansson. | Building Ecosystems for Business Innovation
- [So what is value creation?](https://paul4innovating.com/2022/03/20/so-what-is-value-creation/): Value creation is highly dynamic, it is going on all the time and can increase, decrease or transform, in different ways, when you exploit your different capitals that will be in constant change and adjusting to reflect your organization’s business activities and eventual outputs. This is when you can begin to see the value created
- [Providing the glue in the common language, communications, and context needed for successful innovation](https://paul4innovating.com/2021/12/29/providing-the-glue-in-the-common-language-communications-and-context-needed-for-successful-innovation/): Central to any organizational innovation building, the enormous value of having a consistent common language is paramount; it is essential to gain identification and understanding that all can relate to; it provides the backbone to a clear, united "sense of purpose". Building upon this common language gives a greater chance of effective communication to
- [Balancing Function, Design, Process and Structure for Creative Tension](https://paul4innovating.com/2021/12/22/balancing-function-design-process-and-structure-for-creative-tension/): In the fourth conversation between Jeffrey Phillips and myself, around parts of the Executive Innovation Work Mat, we took on several different issues around the design, function, structure and process needs for innovation. The conversation lasted nineteen minutes, and for some reason, I lost sound briefly at my end a few times, which was a
- [Why we should focus on Innovation Governance](https://paul4innovating.com/2021/12/20/why-we-should-focus-on-innovation-governance/): I am working with Jeffrey Phillips, a long-term collaborator on "all things concerning innovation." We have just had our third short conversation of a five-part series on Innovation Governance. This specific conversation is all about the fit of innovation governance within our Executive Innovation Work Mat. This is the link on Innovation Governance to the
- [Innovations linkages to Strategy is vitally important](https://paul4innovating.com/2021/12/15/innovations-linkages-to-strategy-is-vitally-important/): I have just finished the second of a planned series with one of my favourite long-term collaborators Jeffrey Phillips. The link to this conversation is here, it is just over 15 minutes long. as a conversation between us, where we emphasise the important linkage between innovation and strategy. You might believe this is a no-brainer
- [Getting back to the Future about Innovation](https://paul4innovating.com/2021/12/07/getting-back-to-the-future-about-innovation/): I have just finished the first of a planned series with one of my favourite long-term collaborators Jeffrey Phillips. Here is the link to the recording. In this series, planned to be only of 10 to 15-minute conversations, we are picking up on many of the fundamental building blocks of innovation. Jeffery and I go
- [Applying innovation thinking to Affordability versus Sustainability](https://paul4innovating.com/2021/10/18/applying-innovation-thinking-to-affordability-versus-sustainability/): I recently wrote a post, "Affordability versus Sustainability - a cause to be addressed." That post looked at the shifts that I felt were underway in moving from a society that accepts where it is heading, in expecting "affordability" is changing as our "choice" gets constrained. I argued there is this growing recognition that a
- [Are we losing the Energy Transition Battle? Innovation to the rescue?](https://paul4innovating.com/2021/06/09/are-we-losing-the-energy-transition-battle-innovation-to-the-rescue/): The growing fears are that we are falling behind the need to meet the Energy Transition required goals to the World has agreed to by 2050, set to meet the Paris Climate Agreement. The climate is about to get really difficult to predict. We are facing some of the natural consequences of our present inability
- [Fusion, Flow and Fluidity are needed in our Management Practices](https://paul4innovating.com/2017/06/19/fusion-flow-and-fluidity-are-needed-in-our-management-practices/): We are caught in a real tug of war within much of what we do in business today; in our responses and reactions to many of the dramatic business conditions we are facing, many deteriorating or being challenged by greater global competition. We are facing a very uncertain future
- [One really big issue is aligning strategy and innovation, right?](https://paul4innovating.com/2015/02/08/one-really-big-issue-is-aligning-strategy-and-innovation-right/): Achieving innovation alignment always needs clear framing. I would argue most problems or disappointment with our innovation efforts can be attributed to a lack of alignment to the organizations strategy and/or its poor governance with our end results. Here I am suggesting a way to overcome this constant frustration. Poor strategic alignment can be overcome
- [Technology, inspiration and connected innovation](https://paul4innovating.com/2021/11/24/technology-inspiration-and-connected-innovation/): I have been virtually attending the Siemens SPS Event this week taking technology, inspiration and connected innovation to a new level. Siemens does do these events well. I have been associated with Siemens for nearly four years in an external influencer group, #SIEx. This association provides me with a significant focus on what they are
- [We are falling badly behind on our invention in technology for the Energy Transition](https://paul4innovating.com/2021/11/17/we-are-falling-badly-behind-on-our-invention-in-technology-for-the-energy-transition/): No energy transition will be achieved without invention and innovation, yet we are failing badly at present to fund research, development and deployment. We are losing the race to stop our planet warming as our innovative human endeavours are not at the level they should be, or we simply lack the "will" to make the
- [China the story of innovation and disruption.](https://paul4innovating.com/2021/10/06/china-the-story-of-innovation-and-disruption/): Disruption is all around us; it never seems to go away; it simply appears in a different and often entirely new form. The result is the same; it disrupts what we know and often in how we suddenly need to set about doing it differently. Much of the innovative disruptions seem so obvious; you wonder
- [Anticipating disruption by preparing adaptive pathways to respond](https://paul4innovating.com/2015/08/05/anticipating-disruption-by-preparing-adaptive-pathways-to-respond/): 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
- [My own transformative dynamics of disruption](https://paul4innovating.com/2021/09/17/my-own-transformative-dynamics-of-disruption/): Building Ecosystems for Business Innovation | I can honestly say I have been back at school for the past months. This remote learning stuff has been hard, challenging but stimulating. Let me tell you about this as it recognises how things are changing in our world and certainly in my world, in particular. It is a very disrupting, disturbing world. We
- [Shifting to Ultimate Outcomes](https://paul4innovating.com/2015/04/24/shifting-to-ultimate-outcomes/): Many organizations are struggling with their metrics and ways to measure the progress and success of their business. From this writer’s point of view, their innovation activity gets caught up in plenty of unintended consequences, to put it mildly, in wasted debate, discussion & bad decisions through wrong measurement criteria. Firstly, we are still locked
- [Do you know your innovation fitness?](https://paul4innovating.com/2019/12/15/do-you-know-your-innovation-fitness/): We seem to be facing a more Darwinian World. I’d suggest that today innovation is caught up in the survival race, where the bolder ones are more innovation fit and pulling further ahead. We need many more organizations to get out of this survival trap and exploiting innovation in bolder
- [The essential five sense-making steps in any innovative transition](https://paul4innovating.com/2021/09/06/the-essential-five-sense-making-steps-in-any-innovative-transition/): Today's call is for more ‘search, scope, speed, stretch and scale' irrespective of the challenge being worked upon. These are essential steps in any transformation work, in any innovation undertaken to take discovery through to commercialisation. Applying the innovation lense to the energy transition requires a significant need for innovation in all it does to
- [The legend of the Gordian Knot and today's organizations knotty problems](https://paul4innovating.com/2018/08/24/the-legend-of-the-gordian-knot-and-todays-oganizations-knotty-problems-2/): If you are not aware, it is worth reading about the Gordian Knot. “For people the world over, the Gordian Knot represents the difficult, the intractable and often the insolvable problem. Today’s systemic business problems are the modern-day equivalent of this seemingly impossible challenge, our Gordian Knots to untie or cut through. According to Greek
- [My multipliers for innovation at the Front End of Energy](https://paul4innovating.com/2021/09/01/my-multipliers-for-innovation-at-the-front-end-of-energy/): Following my last post, "I aim to put more innovation into the front end of Energy", I want to outline why I am focusing increasingly on this front end of the energy transition (FEE) within my innovation work. For me, it is the ability to apply the "multiplier effect" to any discovery and validation that
- [I aim to put more innovation into the front end of Energy](https://paul4innovating.com/2021/08/22/i-aim-to-put-more-innovation-into-the-front-end-of-energy/): I see the front end of energy as the critical feeding-in point for the energy transition. So what does this mean exactly? The front end of energy for me is the point of discovery and validation. It is the place I feel I can make the best contribution within the energy transition. The discovery is
- [The value of three horizon mapping for a Sustainability Journey.](https://paul4innovating.com/2021/08/04/the-value-of-three-horizon-mapping-for-a-sustainability-journey/): The value of three horizon mapping for a Sustainability Journey. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The limitations, criticisms and new pathways for Design Thinking - Part One](https://paul4innovating.com/2017/08/04/the-limitations-criticisms-and-new-pathways-for-design-thinking-part-one/): The limitations, criticisms and new pathways for Design Thinking – Part One
- [The limitations, criticisms and new pathways for Design Thinking - Part two](https://paul4innovating.com/2017/08/07/the-limitations-criticisms-and-new-pathways-for-design-thinking-part-two/): This is part two of my thoughts that came out of investigating and researching design thinking in the past couple of weeks. Part one is here Within these two posts, I want to provide my thoughts, bridging the present and pointing towards a better design thinking future, one that in my opinion, is urgently
- [East meets West in understanding Innovation Cultural Orientation](https://paul4innovating.com/2021/07/27/east-meets-west-in-understanding-innovation-cultural-orientation/): East meets West in understanding Innovation Cultural Orientation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The Cascading Innovation Effect.](https://paul4innovating.com/2021/07/13/the-cascading-innovation-effect/): The Cascading Innovation Effect.
- [Putting some dynamic tension back into the innovation system](https://paul4innovating.com/2017/10/04/putting-some-dynamic-tension-back-into-the-innovation-system/): I have been having some writers block recently and I was not sure how to unlock some random thoughts I was having in the past weeks, then in a great conversation I had today, with a fellow innovation colleague, it started to "reveal itself" in where I needed to go to give a new sense
- [Moving to a Digital World totally across your Business is highly challenging](https://paul4innovating.com/2017/10/18/moving-to-a-digital-world-totally-across-your-business-is-highly-challenging/): Transformation is very hard at the best of times for all of us to undertake. Digital transformation forces us to work with mostly emerging, constantly evolving technologies, and then apply these in an integrated way into an existing business. This stretches our abilities significantly, as we may remain unclear of the finished design for quite
- [Innovation System Thinking on a Sunday! What, no roast or glass of wine? Later.](https://paul4innovating.com/2017/10/22/innovation-system-thinking-on-a-sunday-what-no-roast-or-glass-of-wine-later/): We all spend our Sundays in different ways. Some spend it recovering from the Saturday night, other spend large chunks of the day traveling to meet up with friends or family. Others go off to the gym, jog, take a run, or simply enjoy a day of pursuing something differently from their working week. We
- [Building upon the four essential pillars for innovation](https://paul4innovating.com/2017/11/06/building-upon-the-four-essential-pillars-for-innovation/): It is always welcome to read a thoughtful article that reminds me, no, it actually inspires me, by reinforcing my own belief that innovation is progressing, even if this is sometimes frustratingly slow. The innovation architecture is progressively being recognized and put into place, it's forming the building blocks of the innovation platform we need
- [Are you coming to the Innovation Virtual Summit?](https://paul4innovating.com/2017/11/15/are-you-coming-to-the-innovation-virtual-summit/): So there is an innovation virtual summit about to happen between 28th November 2017 and 8th December 2017. Each day you can watch for free the different video sessions, with new video sessions released on a daily basis. The final schedule will be sent by email after your registration. For some weeks this has been in
- [The enemy is already within. The flood gates are open. Can GE recover?](https://paul4innovating.com/2017/12/06/the-enemy-is-already-within-the-flood-gates-are-open-can-ge-recover/): Managing cash, balancing this out with your liabilities and obligations, knowing your market dynamics, and equally, having a good understanding of where the future growth lies, are all essential for managing any healthy business. It is then by utilizing robust research and development projects, combined with an acquisition strategy that augments growth, management creates sustainable
- [Connecting Innovation is the New Order of Play](https://paul4innovating.com/2017/12/12/connecting-innovation-is-the-new-order-of-play/): There is a lot of change occurring in our innovation abilities. There is this constant shift to more open-sourcing and collaborating. We are seeing profound shifts that technology and digital transformation are bringing us to deliver innovate differently. These changes are influencing all of our worlds, allowing a very different “connecting” innovation to come into
- [Munich Re offers a real clarity to their innovating future](https://paul4innovating.com/2018/01/15/munich-re-offers-a-real-clarity-to-their-innovating-future/): The most impressive presentation I reviewed in 2017 was the one from Munich Re, held on 21st November 2017 under their investor day link This, for me, was so well structured and offered such a high level of clarity on the pathway they are pursuing, combining innovation and digital, with the outcomes emerging, of building
- [Creating the Industrial Ecosystem](https://paul4innovating.com/2017/12/26/creating-the-industrial-ecosystem/): A couple of weeks ago I was invited to the Siemens Innovation Day. I really appreciated it, yet it took me time to absorb all that was provided, over these past two weeks. One outcome is this post. I am grateful to have had the time to translate this in my mind. We all move
- [A New Integrated Innovation Engagement System](https://paul4innovating.com/2018/02/01/a-new-integrated-innovation-engagement-system/): I have written extensively, certainly over the past eighteen months, about our need to take innovation into a new era, designed for today and tomorrow's "fit for purpose". Below you will see my view of how I see this sketched out, as my suggested concept outline. Does it make sense? We have this compelling need
- [The new ROI for digital innovation](https://paul4innovating.com/2018/03/07/the-new-roi-for-digital-innovation/): Innovation has had a bigger brother moving into the house next door; Digital Technology and between them, they have been busily knocking the walls down, to share the future going forward. The two have become interlinked, you seem to always need the one to respond to the other. Maybe it is a “digital - innovation
- [There are Knowns and Unknowns in Innovation: Let's Manage Them Differently](https://paul4innovating.com/2018/03/12/there-are-knowns-and-unknowns-in-innovation-lets-manage-them-differently/): This quote is from the former U.S. Secretary of Defense Donald Henry Rumsfeld, who mentioned: “unknown unknowns” (Rumsfeld, 2002). Since then, people have started using quadrants of knowledge, i.e., known known, known unknown, unknown known, and unknown unknown, to understand and explain the nature of risk but also of leading to an opportunity. For innovators
- [So Where Is Innovation Heading?](https://paul4innovating.com/2018/03/27/so-where-is-innovation-heading/): I have written a fair amount about the new innovation era, offering a view on its future design. One that is jumping to a fresh cycle of innovative design We are in the middle of it, some of you may not have noticed its impact and change but it is significant on the understanding of
- [Learning a new innovation language](https://paul4innovating.com/2018/04/01/learning-a-new-innovation-language/): We all in the middle of a re-orientation of our ways to undertake innovation as a process and in its design. The past belief was that a product was your island and pathway to secured profits, today this alone no longer works. We are learning to connect in completely different ways. We are learning how
- [The Dynamics within Agility.](https://paul4innovating.com/2018/04/23/the-dynamics-within-agility/): The Dynamics within Agility.
- [What goes around, comes around, in Innovation](https://paul4innovating.com/2018/05/28/what-goes-around-comes-around-in-innovation/): What goes around, comes around, in Innovation
- [A really worthwhile report on Innovation not to be missed from Innovation Leader.](https://paul4innovating.com/2018/06/21/a-really-worthwhile-report-on-innovation-not-to-miss-from-innovation-leader/): A really worthwhile report on Innovation not to be missed from Innovation Leader.
- [Ring Fencing Constrains Innovation](https://paul4innovating.com/2018/07/27/ring-fencing-constrains-innovation/): Ring Fencing Constrains Innovation
- [A feast of opportunities for Siemens?](https://paul4innovating.com/2018/08/04/a-feast-of-opportunities-for-siemens/): A feast of opportunities for Siemens?
- [The chance to think differently about Ecosystems for Innovation](https://paul4innovating.com/2018/08/01/the-chance-to-think-differently-about-ecosystems-for-innovation/): The chance to think differently about Ecosystems for Innovation
- [Innovation cannot expand without the 4th Industrial Revolution](https://paul4innovating.com/2018/09/02/innovation-can-expand-with-the-4th-industrial-revolution/): Innovation cannot expand without the 4th Industrial Revolution
- [My 5 S for future Innovation: Smart, Stacks, Scale, Storage, and Software](https://paul4innovating.com/2018/09/14/my-5-s-for-future-innovation-smart-stacks-scale-storage-and-software/): My 5 S for future Innovation: Smart, Stacks, Scale, Storage, and Software
- [What do we expect from Innovation? Mostly disappointment](https://paul4innovating.com/2018/10/01/what-do-we-expect-from-innovation-mostly-disappointment/): What do we expect from Innovation? Mostly disappointment
- [Valuing digitization alongside innovation](https://paul4innovating.com/2019/06/03/valuing-digitization-alongside-innovation/): Valuing digitization alongside innovation
- [Understanding the Innovation Landscape needed for Enabling Technologies in the World’s Energy Transition](https://paul4innovating.com/2019/11/29/understanding-the-innovation-landscape-needed-for-enabling-technologies-in-the-worlds-energy-transition/): Understanding the Innovation Landscape needed for Enabling Technologies in the World’s Energy Transition
- [Our innovation era: creative destruction or destructive creation- which?](https://paul4innovating.com/2021/07/07/a-different-innovation-era-creative-destruction-or-destructive-creation-which/): | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing Our innovation era: creative destruction or destructive creation- which?
- [Human-centred innovation in a digital world.](https://paul4innovating.com/2021/04/19/human-centred-innovation-in-a-digital-world/): Today we are facing many current disruptions where we need to react fast and intelligently. There are many situations we are facing that are a race against time. As we continue to respond to Covid-19, technology has the power to reduce the complexity often faced, speed up and contribute to solutions that help resolve pressing
- [The Critically Important Innovation Narrative](https://paul4innovating.com/2021/04/06/the-critically-important-innovation-narrative/): Whatever we do, we do far better when we become emotionally connected. Often understanding a good story builds this emotional connection or simply puts you off. Stories can inspire and spark even greater ideas. The art of storytelling and making connections with the listener or reader has incredible value. Yet, a story has limited value.
- [Can We Have One of These? A Product Innovation Platform](https://paul4innovating.com/2018/10/11/can-we-have-one-of-these-a-product-innovation-platform/): Recently I was exploring the world of Product Lifecycle Management (PLM) and read an excellent Whitepaper from Aras Corp, one of the leading PLM solution providers. The Whitepaper called "Product Complexity, Digital Transformation, and the Innovation Imperative- The race to reinvent how complex products are developed is here". This made me a little jealous and
- [How do we measure success in our digital transformation? A journey of discovery](https://paul4innovating.com/2018/10/22/how-do-we-measure-success-in-our-digital-transformation-a-journey-of-discovery/): How do we find answers to knowing what measures give us for success in any digital transformation? Are today's measures relevant to tomorrow, are they still based on our legacy system of measurement, when a business was operating in a stable, predictable environment? Today, I think we certainly have a beginning point but all of
- [Why Are We Making Innovation So Complex?](https://paul4innovating.com/2018/10/29/why-are-we-making-innovation-so-complex/): It always amazes me how we limit growth by not investing fully in innovation. While most large companies want to become more agile and innovative, many of them fail to turn this wish into a reality. There is this consistent need or pressure to grow, yet that specific needle stays stubbornly stuck in low growth
- [Overwhelmed, underwhelmed at the Web Summit, Lisbon](https://paul4innovating.com/2018/11/12/overwhelmed-underwhelmed-at-the-web-summit-lisbo/): I am taking the opportunity to review the Web Summit, held in Lisbon last week of 5th (evening) to 8th November 2018. The Web Summit, originally Dublin Web Summit, is a technology conference held annually since 2009. The company was founded by Paddy Cosgrave, David Kelly, and Daire Hickey. The topic of the conference is
- [Adopting a Rapid Digital Innovation Process](https://paul4innovating.com/2018/11/18/adopting-a-rapid-digital-innovation-process/): As we start to think about the next year, (is it here already?) it is a time of reflection and some forward thinking. We do need to make some real changes. From my standpoint, I am simply amazed at how the world seems to be spinning faster and faster. I am convinced my working days
- [Innovating in the digital age- a terrific report](https://paul4innovating.com/2018/11/27/innovating-in-the-digital-age-a-terrific-report/): The report from Arthur D Little "Innovating in the digital age- a cross-industry exploration" has to be the one report that really stands out for me from this year. I highly recommend it. They take a look at how digital technology will transform the way innovation will be managed in the future. This report was
- [The Need for Digital Innovation Platforms](https://paul4innovating.com/2018/12/12/the-need-for-digital-innovation-platforms/): I want to offer some thoughts that need us all involved in innovation to think about as we finish out 2018. If you are frustrated with your current innovation process then read on. If you are not, then simply "click away" and certainly my best wishes by ignoring a very changing innovation world that we
- [Entering 2019 - What Do Each of Us Need to Focus Upon?](https://paul4innovating.com/2018/12/27/entering-2019-what-do-each-of-us-need-to-focus-upon/): As we enter 2019 I always like to take a day or so, to reflect and think about what I should be focusing upon in the next year, around innovation. What has influenced me in 2018 and what I feel is shaping my thinking going into 2019? I can honestly say, it never fully works
- [Building the Single Innovation Digital Platform Environment](https://paul4innovating.com/2019/01/09/building-the-single-innovation-digital-platform-environment/): Throughout the past couple of years, I have been constantly arguing about the need to put innovation management on a digital platform. These have come in different thoughts on digital platforms, ready for cross-industry and having in place, a rapid digital innovation process that scales and evolves on new technology and insights. We need a
- [Legacy is all around us. Innovation and insights suffer greatly](https://paul4innovating.com/2019/02/07/legacy-is-all-around-us-innovation-and-insights-suffer-greatly/): Can we continue to battle with legacy? When you think we are on a roll, we are making that transformation in technology, systems, new organizational designs, you are suddenly stopped in your tracks. Legacy fights back, it holds you up, it stops you from advancing. You fail to connect as you wanted to, towards a
- [Defending Europe, including the Brits, on innovation](https://paul4innovating.com/2019/02/18/defending-europe-including-the-brits-on-innovation/): Europe does seem to be always lagging. You get the impression those in Europe's leadership are beating back the waves of progress, not embracing them- it is all self-serving. They also seem to operate in a fortress mentality. They seem to be spending all their capital on trying to make this (unholy) alliance of 27
- [Facing The Innovators Salmon Run](https://paul4innovating.com/2019/03/03/facing-the-innovators-salmon-run/): I was reading about one of natures wonders about the famous salmon run. Have you ever actually witnessed one or watch the documentary on this incredible journey and all its obstacles? it is an amazing story of determination to overcome odds to bring new life into the world. This "run" is the time when salmon
- [We Require A Shift of Innovation Management Solution Providers](https://paul4innovating.com/2019/03/23/we-require-a-shift-of-innovation-management-solution-providers/): There is still a real reluctance that the supplier of innovation software solutions has to change. They have had a model of a constant growth success for years, yet it is getting harder, as the market is fragmenting and looking for greater flexibility within the range of solutions on offer. I think with the recognition
- [Nesta's Landscape of Innovation Approaches](https://paul4innovating.com/2019/04/26/nestas-landscape-of-innovation-approaches/): You sometimes need to kick yourself. Well in my case that seems to be increasing by the day. I have to confess I have drifted in and out of checking on Nesta, based in the UK. Different reasons, different focus areas partly although innovation keeps us together, well me checking in on them, I'm not
- [Finally a framework to manage holistically Industrial Revolution 4.0](https://paul4innovating.com/2019/04/03/finally-a-framework-to-manage-holistically-industrial-revolution-4-0/): Introducing the Smart Industry Readiness Index Prioritization Matrix I was really pleased to watch the official launch of the Smart Industry Readiness Index (SIRI) with its addition of the Prioritization Matrix at Hannover Messe on Monday 1st April 2019. This will become a very useful and relevant management planning tool to help manufacturers worldwide to
- [Achieving a higher collaborative gear](https://paul4innovating.com/2014/12/06/achieving-a-higher-collaborative-gear/): For a big majority of us, open innovation is now well established, it is part of our innovation furniture. The quest for many, today, is the search for richer engagements, possibilities and exchanges. We need to move beyond the existing boundaries and go deeper into the collaborative space. I regard collaboration as the active ingredient,
- [Exploring the Rich Tapestry within the Three Horizon Framework](https://paul4innovating.com/2016/08/22/exploring-the-rich-tapestry-within-the-three-horizon-framework/): Within our ‘business as usual’ attitudes, there actually lies the seeds of destruction. Today there is a relentless pace; we are facing stagnation in many maturing markets if we don't evolve. Yet we actually subvert the future to prolong the life of the existing. We need to frame our innovation needs differently for exploring and
- [The Growing Value in that Crowd- Encourage it Out.](https://paul4innovating.com/2016/08/09/the-growing-value-in-that-crowd-encourage-it-out/): The use of crowdsourcing: the goal for me, is to engage and move the crowd towards a new direction, by encouraging out individual thinking and discovery, searching for combining these contributions; ones that lead to novel, new answers that move a challenge forward into a solution, one that has improved value over the existing. The
- [Return Value Back to Knowledge](https://paul4innovating.com/2018/05/21/return-value-back-to-knowledge/): “Let's return knowledge back to knowledge!" "Let's return value back to knowledge” This held my attention. So now I want to draw this to your attention, the underlying story. I was recently invited to join the Future Shapers as a contributor and I was delighted to be accepted as a future shapers contributor. this is
- [Cynefin: A framework that grows for me all the time, in its value and worth.](https://paul4innovating.com/2018/07/16/cynefin-a-framework-that-grows-for-me-all-the-time-in-its-value-and-worth/): A good framework seems to grow, it becomes integrated into your thinking and application. You see increasing possibilities to apply it. One of these for me has been Dave Snowden's Cynefin. I also increasing apply the Three Horizons framework as well. Both allow me to organize my thinking and provide options within any multiple evaluations
- [Extending innovations value- appreciating the whole system.](https://paul4innovating.com/2019/04/19/extending-innovations-value-appreciating-the-whole-system/): There is always a time to reflect. It is when you have those spaces within your daily work you must take a view, a break, consider something that builds your energy up some more, to make it more resilient. Do you stop and reflect, do you "veg" out, do you seek alternative points of stimulus
- [The innovation value lies within the new system](https://paul4innovating.com/2017/05/22/the-innovation-value-lies-within-the-new-system/): Core capabilities have upsides and downsides. As many of our business organizations seek to optimize their processes across the company, they are constantly reaching more outside to gain growing partnerships and greater innovation interactions. They are looking to complement and reinforce existing capabilities through more open innovation thinking and approaches but is that enough? One
- [I would recommend applying the Innovation Value Proposition](https://paul4innovating.com/2019/01/18/i-would-recommend-applying-the-innovation-value-proposition/): An innovation value proposition (IVP) is not the easiest place to go. It must build meaning and purpose and provide that unique identity that enables innovation to flow. Building your innovation value proposition is critical to your innovation success.Value propositions are essential always in my opinion, innovation is no different. Thinking about my own identification
- [Is Innovation Capital important to us?](https://paul4innovating.com/2016/08/18/is-innovation-capital-important-to-us/): Perhaps we are failing to recognise the importance of our Innovation capital, stopping to ask how really valuable knowing this is to us? Should we care, does it matter? I would argue it does, increasingly so. Within our innovation capital lies the future of the organisation and holds one of the really important ‘golden keys’
- [Innovation Capital Lies Within Organizational Learning](https://paul4innovating.com/2019/05/11/innovation-capital-lies-within-organizational-learning/): We need to know how to unlock the real value of innovation both personally and within the organization, we work for. If we do not fully understand where the innovation capital comes from, how new capital and stock can be provided, innovation will remain tentative, always stuttering along. Innovation will lack that essential organization innovation
- [So CX + DX needs IX for the transformations we need](https://paul4innovating.com/2019/04/10/so-cx-dx-needs-ix-for-the-transformations-we-need/): We are on the brink of a transformation, a global one that connects us into information, knowledge, and insights in ever-powerful ways. thanks to the digital internet. We are also exploring the use of Artifical Intelligence (AI) more than ever. BCG suggests that nine out of ten companies in their
- [How do you apply the three horizon framework in your thinking? Steve Blank you are limiting your thinking.](https://paul4innovating.com/2019/03/20/how-do-you-apply-the-three-horizon-framework-in-your-thinking-steve-blank-you-are-limiting-your-thinking/): Presently the three horizon model is argued as no longer applying to innovation as it has been suggested, or I feel so, in a recent article written by Steve Blank. Now I am a terrific admirer of Steve and his thinking but he does, I feel, rush to an assumption to fit one specific problem
- [As we enter 2018 we will need Knowledge Graphs](https://paul4innovating.com/2017/12/29/as-we-enter-2018-we-will-need-knowledge-graphs/): I received an early New Year present, actually, it came from Siemens. They had invited me to their Siemens Innovation Day in mid-December 2017. I really appreciated it, yet it took me time to absorb all that was provided, over these past two weeks. My early present, well actually an idea, came the day before
- [Applying the Three Horizon Thinking to a Fresh Perspective of Innovation Design](https://paul4innovating.com/2018/05/06/applying-the-three-horizon-thinking-to-a-fresh-perspective-of-innovation-design/): There is huge value in applying the three horizon framework into your thinking. It is as useful a framework that you can get, to help decide where you are heading. It is not just for innovation application, that can determine innovation activities. It has multiple values in any organization thinking and alignment. The 3H informs
- [Shifting our thinking within the Fourth Industrial Revolution](https://paul4innovating.com/2018/01/27/shifting-our-thinking-within-the-fourth-industrial-revolution/): I always enjoy selected parts of the World Economic Forum meeting in Davos and in this year's #WEF18 agenda, it certainly had its good points. I don't attend, I listened and read. Overhaul though, I was a little disappointed, as it lacked the real leadership insights you come to expect, strong personalities did not seem
- [The Arrival and Potential of Knowledge Graphs into Our World](https://paul4innovating.com/2018/05/15/the-arrival-and-potential-of-knowledge-graphs-into-our-world/): Knowledge Graphs have a real potential to become highly valuable, topical and relevant. If only we can get them prised out of the engineer, data scientists, or software experts hands. We simply should so we can get this concept fully out into the real world, that of applying as solutions to real client problems, it
- [Building the Coordinates into your Innovation World](https://paul4innovating.com/2019/05/16/building-the-coordinates-into-your-innovation-world/): Most of us are very aware that Innovation can be fairly complex in what needs to be pulled together to take an idea or concept into a finished product.. We are also aware innovation often ‘flies’ in contradiction to the normal organization's ways and wishes, especially the emphasis on working in structured, efficient and productive
- [Recognizing it is all about Value Creation](https://paul4innovating.com/2019/05/19/recognizing-it-is-all-about-value-creation/): I am reading a lot about the concept of value creation recently, it answers everything but tells us so often nothing about how it is made up or it is truly present. It seems to have that same ‘heady vaulted position’ as innovation in that we all talk far more about the ‘promise’ of it,
- [Peeling away the layers of your innovation reality](https://paul4innovating.com/2020/01/06/peeling-away-the-layers-of-your-innovation-reality/): So do we have a clear understanding of where we are in our current innovation capabilities? We have to establish a way to map our ‘terrain of innovation reality’ is not just how we are performing but what lost opportunities have slipped through. Why well simply because we lacked the awareness to seize on these
- [Achieving a more dynamic innovating environment](https://paul4innovating.com/2019/12/23/achieving-a-more-dynamic-innovating-environment/): There is a growing need for having some dynamic tensions within the organization’s innovation system; this helps generate better conditions for innovators to thrive. We are continually learning more about all the different tools, techniques, and approaches available for innovation that will certainly help in putting the learning tensions into our work, making them more
- [Dynamics within the system are always dominated by the slow components.](https://paul4innovating.com/2020/01/16/dynamics-within-the-system-are-always-dominated-by-the-slow-components/): The worrying thing is within any dynamics within the system they are dominated by the slow components, and the rapid components simply have to follow along. Look at how larger organizations operate when they are discovering and learning. It seems to take for ever. They will often wait while one part of the organization is
- [Cracking the complexity code](https://paul4innovating.com/2020/01/19/cracking-the-complexity-code/): There was a good article within the McKinsey Quarterly published way back in 2007 entitled “Cracking the complexity code,” written by three authors Suzanne Heywood, Jessica Spungin, and David Turnbull. It still has a lot of relevancy in my mind today. They lead this article with “one view of complexity that holds that it is
- [Recognizing different innovating capabilities to develop and grow](https://paul4innovating.com/2020/01/22/recognizing-different-innovating-capabilities-to-develop-and-grow/): A firm’s ordinary capabilities are the ones that enable us to perform efficiently and effectively, those essential routines and practices that often require having a high level of technical need supporting these activities. In contrast, dynamic capabilities are those higher-level competencies that determine a firm’s ability to integrate, build, and reconfigure both the resources and
- [Seeking out knowledge that feeds our innovations](https://paul4innovating.com/2020/03/10/seeking-out-knowledge-that-feeds-our-innovations/): The more we embrace change and recognize innovation demands more of our time, the more we must seek out knowledge that ‘feeds’ innovation. And the more we ‘push’ for learning, the greater chance we have of thriving in a challenging world. The expectation ‘bar’ needs to be raised from those practicing innovation, I feel the
- [Politics, Economics and Climate need to come together.](https://paul4innovating.com/2020/02/13/politics-economics-and-climate-need-to-come-together/): In the last few months, I have got increasingly nervous about where we are NOT going on climate change I have never before published one article on each of my three posting sites. This post I just had to. It is shaping me in how I look at innovation, collaboration, the power of networks,
- [The Energy Transition Needs A Structured Innovation Process](https://paul4innovating.com/2020/03/23/the-energy-transition-needs-a-structured-innovation-process/): All of us are at present, caught up in the terrible spread of the Coronavirus (COVID-19). It is hard to think about other things when such societal and economic impact is hitting each of us every day. In this period of such disruption, we do need to hang onto our beliefs, objectives, and goals, both
- [Working through the current disorder we find ourselves in](https://paul4innovating.com/2020/03/31/working-through-the-current-disorder-we-find-ourselves-in/): In times like these, we need to "unfreeze." It is a necessary time where we need plenty of adaptive thinking on our needs to start thinking how we are going to emerge out of this "lockdown," so many of us are in and apply our reasoning to literally "crank starting" the economy engine again. Even
- [We all need a different Social Media profile? Now.](https://paul4innovating.com/2020/04/09/we-all-need-a-different-social-media-profile-now/): We are in a very different time, a social distancing time that might lead to a different type of work, one that you will have to be forced to stand out from the crowd as a socially engaged person. A growing reality might be that many people will be forced to stay at home until
- [Solutions for Energy do need to be end-to-end and highly innovative](https://paul4innovating.com/2020/06/11/solutions-for-energy-do-need-to-be-end-to-end-and-highly-innovative/): It is not just replacing energy sources; it is all about solution renewal end-to-end and that needs innovation Within the energy transition, we must not lose sight of the final consumer. The final consumer of energy is going to be the ultimate arbitrator. As we focus on the broader aspects of “energy transition” by re-engineering
- [The Innovation Intensity needed in the Energy Transition](https://paul4innovating.com/2020/06/18/the-innovation-intensity-needed-in-the-energy-transition/): The level of innovation intensity within the Energy Transition is a fascinating one and one I continually place more and more a focus upon. One really critical source of reference for tracking clean energy progress comes from the International Energy Agency (IEA). The recent reporting back on the development of the energy transition we are
- [Sharply accelerating clean energy innovation](https://paul4innovating.com/2020/07/02/sharply-accelerating-clean-energy-innovation/): Today the International Energy Agency (IRA) released a long-awaited update on where innovation needs to be in the energy transition we are undergoing. At their own admission, it has been three years since they (IEA) released its last Energy Technology Perspective (ETP) report. Although they argue they have been reflecting on the critical technology challenges,
- [From MW to GW's of Renewable Hydrogen using Electrolyzers](https://paul4innovating.com/2020/07/15/from-mw-to-gws-of-renewable-hydrogen-using-electrolyzers-2/): I was listening to a short chat between Armin Schnettler, the SVP New Energy Business, Siemens Energy, and Kevin O'Donovan. Kevin, without doubt, is an outstanding, knowledgeable technology evangelist for all things relating to the Energy Transition. The two briefly discussed green Hydrogen and where Electrolyzers will fit within the future strategy of building a
- [Innovation has the power to unlock the Energy Transition](https://paul4innovating.com/2020/07/24/innovation-has-the-power-to-unlock-the-energy-transition/): The energy shifts undergoing in the energy transitions today are allowing real innovation opportunities when you survey the innovation landscape. There is complexity in all the energy transitions going on. Still, it is the ones that can see the possibilities and ‘energize’ through new innovative solutions that hold the future in our hands to capitalize
- [Taking Final Ideas to Market is the Hardest Part](https://paul4innovating.com/2020/07/30/taking-final-ideas-to-market-is-the-hardest-part/): It seems so simple doesn’t it – “bringing final ideas to market”. So easy to say, yet it does seem so very hard to achieve. Everything we should be aiming at is ‘successful execution’, it’s the last, hard five yards of all the work that went into something, which can be finally realized and
- [Forget Best Practice, Think Always Of Learning Next Practice](https://paul4innovating.com/2020/08/03/forget-best-practice-think-always-of-learning-next-practice/): Often you hear the request made: “Can you give us a best practice snapshot; we would like to get a sense of where we are”. The trouble with best practice is you are looking at someone else’s practices and these are highly individual, made up of different groups of methodologies, processes, rules, theories, values, and
- [We need to shift from scalable efficiency to scalable learning.](https://paul4innovating.com/2020/08/19/we-need-to-shift-from-scalable-efficiency-to-scalable-learning/): We need to shift from scalable efficiency to scalable learning but how can we liberate creative energy, how can we achieve higher engagement? The best way is to encourage everyone to have the ongoing experience, to get really involved and caught up in projects and initiatives that have the potential for impact. Learning from failures
- [Energy technology needs more rapid innovation cycles](https://paul4innovating.com/2020/09/10/energy-technology-needs-more-rapid-innovation-cycles/): I have been consuming the latest flagship report, released today, 10th September 2020, by the IEA called “Energy Technology Perspectives 2020 The report’s comprehensive analysis maps out the technologies needed to tackle emissions in all parts of the energy sector, including areas where technological progress is still lacking such as long-distance transport and heavy industries.
- [Do you recognize your innovators leaders position?](https://paul4innovating.com/2020/08/24/do-you-recognize-your-innovators-leaders-position/): Often innovation succeeds or fails by the personal involvement and engagement of a ‘selected’ few. Recognizing the types of innovation leadership might help you manage the innovation work a little better. So can you recognize the traits of your innovation leader? Are they a front-end or back-end innovation leader? Here’s how you can begin to
- [Innovation needs the power of completing the 4th Industrial Revolution](https://paul4innovating.com/2020/10/05/innovation-needs-the-power-of-completing-the-4th-industrial-revolution/): We first need to recognize that there are twin forces at work, feeding off each other. We are facing greater disruption and an increasing innovation pace. These twin forces are constantly seeking out for combining, relentlessly adding the new shape to our future. We are caught up in a very revolutionary period. The prospect of
- [Leadership Alignment Work Mat for making Innovation fully connected.](https://paul4innovating.com/2021/03/18/leadership-alignment-work-mat-for-making-innovation-fully-connected/): I believe the value of working the seven domains of this framework, named the Leadership Alignment Workmat has significant value within and across any organization. It brings innovation together, a unifying point for the activity and momentum of innovation to become central to the core of the business in its future investment and value impact.
- [Defining Innovation Capital](https://paul4innovating.com/2020/10/30/defining-innovation-capital/): My definition of what makes up innovation capital: “Innovation capital is the sum of all that promotes the development and changes required for achieving innovation outcomes, within one organization or its broader networked environment, for marketplace advantage.” The capital of innovation has many moving parts. “These are made up of the resources, processes, knowledge, and
- [We are searching for new pathways](https://paul4innovating.com/2020/11/02/we-are-searching-for-new-pathways/): Ecosystems and Platforms are our pathways to a new innovation future. Ecosystems have suddenly become of age, as they can be formed around common concepts fairly rapidly, they can enable cross-cutting innovation to be delivered in highly collaborative ways. They can, through shared platforms achieve a closer relationship with the customer, to understand their needs
- [Adjusting to a changing world](https://paul4innovating.com/2020/11/16/adjusting-to-a-changing-world/): Reflecting on a rapidly changing business world. The issue we must tackle today, is how we go about adapting to the changing world? One that will be able to take all the advantages of the changes all businesses are undergoing, how societies will be adjusting and responding. We are facing a time of
- [Setting the right innovation challenge](https://paul4innovating.com/2020/11/22/setting-the-right-innovation-challenge/): Atos is a global leader in digital transformation. Atos employees 110,000 across 73 countries with annual revenue of Euro 12 billion. Atos holds the number one position in European advisory companies in Cloud, Cybersecurity and high-performance computing that provides end-to-end solutions to Orchestrate a wide array of Digital Solutions. Why do I single out Atos
- [Building our understanding of the factory of the future](https://paul4innovating.com/2020/12/01/building-our-understanding-of-the-factory-of-the-future/): Last week, Siemens had a really valuable virtual event called their "Digital Enterprise SPS Dialog". Those that missed it you can watch previous sessions on-demand at any time via “Recordings”. They provided an outstanding virtual showroom packed full of innovations, product presentations and use cases are exhibited in an exciting real 3D environment. The platform
- [No thinking time left- help](https://paul4innovating.com/2020/12/15/no-thinking-time-left-help/): Today most executives seem to be time-starved. They are constantly reacting to daily events, to fix upon the focusing and fixing of short-term performance. This applies to the top executive down to the most junior. The sheer difficulty of having most, if not all of your colleagues working remotely is making it so much harder.
- [Why do we have difficulties to self-disrupt?](https://paul4innovating.com/2021/01/25/why-do-we-have-difficulties-to-self-disrupt/): “Why do we always seem to have internal difficulties to self-disrupt?” Now that is an interesting question. My quick and simple answer is to look at all the internal constraints you can see, or ask those around you what they can see as constraints for them. You will be surprised at all the constraints that
- [The crucial role Innovation must play in the Energy system](https://paul4innovating.com/2021/02/21/the-crucial-role-innovation-must-play-in-the-energy-system/): Innovation is vital to the energy system’s integration and operation design, and we need to further recognize its crucial role. I believe we undertake a radical transformation in the way we supply, transform, and use energy. This requires a profound transformation in technologies, systems, and infrastructure. Innovation is made up of many enabling technologies that
- [Fitness Landscape Dynamics for Innovation](https://paul4innovating.com/2021/03/04/fitness-landscape-dynamics-for-innovation/): Fitness Landscape Dynamics Innovation is not so easy. There are so many dependencies that you need to work through. The importance of recognizing innovation needs a systematic approach becomes clear when you begin to work through all the needs and issues to understand and translate. Here are some thoughts: By exploring and modelling the mutual
- [Mapping Out Your Innovating Way Forward](https://paul4innovating.com/2021/03/10/mapping-out-your-innovating-way-forward/): Mapping any innovation journey can be complicated. There is a fairly detailed journey needed to be undertaken for mapping out your future direction of innovation. Let's get straight into it and the process and sequence needed within any innovation journey. Firstly you have to work through the Strategic Needs- this needs to cover the
- [Going beyond the known of today](https://paul4innovating.com/2021/03/28/going-beyond-the-known-of-today/): There are so many places where innovation is essential within the Energy Transition due to the magnitude, size, and complexity of the change needed to achieve a decarbonized world. There is a world of innovative possibilities. One of the most important catalysts for changing the energy system into a sustainable green one is by taking
- [One great visual paints a thousand innovating words](https://paul4innovating.com/2021/05/12/one-great-visual-paints-a-thousand-innovating-words/): One great visual paints a thousand words This visual I came across some years back, and for me, is outstanding in providing the feedback loops that go into developing the right innovation vision. To get to a definitive endpoint of having an innovation vision, you are faced with some complex challenges. These are well shown
- [Accelerating Clean Energy Innovation](https://paul4innovating.com/2021/05/19/accelerating-clean-energy-innovation/): "Without a major acceleration in clean energy innovation, reaching net-zero emissions by 2050 will not be possible." A groundbreaking report, "Net-Zero by 2050: a roadmap for the global energy system"(referred to as NZE here) by the Internation Energy Agency (IEA), has been emphasising that this decade is pivotal to reaching net-zero by mid-century. This 2050
- [All things considered for Innovation Thinking](https://paul4innovating.com/2019/06/18/all-things-considered-for-innovation-thinking/): When we are designing innovation for the future, the search is even more centered around strategically connected value creation. The task of searching to resolve more complex problems allows Design Thinking to step up and become a far more visible component on how we can go about this. Design thinking needs to work in harmony
- [I prefer the work-to-be-done for innovation.](https://paul4innovating.com/2019/07/01/i-prefer-the-work-to-be-done-for-innovation/): When we are really innovating we are actually working on the Work-to-be-done, it is a far more exciting activity than constantly focusing on work done, that we need to do to refine, it, to make it more productive, efficient and effective. This work is done, certainly needs doing, no question but it is the "work-t-
- [Facilitating the Innovation Ecosystem Design](https://paul4innovating.com/2019/07/03/facilitating-the-innovation-ecosystem-design/): I do like to capture thoughts within Mind Maps. I am never sure if they work for others as the map maker does see things in his or her own way. In the end, it is seeing the other person getting it, that light bulb moment. I have a group of Ecosystem Mind maps but
- [Your Future Lies in Occupying the Innovation Job and Using the Skills it Provides](https://paul4innovating.com/2019/07/11/your-future-lies-in-occupying-the-innovation-job-and-using-the-skills-it-provides/): We all need to begin to grapple with what is redefining work in knowledge, skills, our experience, and our necessary abilities to be viable and useful We continue to hear and begin to see the effects of the Fourth Industrial Revolution. It continues to impact skills, tasks, and jobs. The implications are a growing concern
- [Checking for the global pulse of innovation](https://paul4innovating.com/2019/07/25/checking-for-the-global-pulse-of-innovation/): As a report, the 2019 Global Innovation Index (GII) is a whopper, at 450 pages, although 50% of this is detailed economic profiles and data tables for each country within the index. This GII report investigates and reports on 129 countries and then analyzes and ranks them accordingly. When you are caught up in generating
- [Managing Energy Transition through Innovation](https://paul4innovating.com/2019/09/03/managing-energy-transition-through-innovation/): In the past few months, I have been placing an increasing focus on the energy transition we all need to undertake in our energy systems, to build a more comprehensive understanding of the parts that make up the whole of this transition. It is one of the most critical places where innovation application is required
- [Confusion or Diffusion in Energy Transition?](https://paul4innovating.com/2019/09/10/confusion-or-diffusion-in-energy-transition/): Following on from my recent post, "Managing Energy Transition through Innovation," let me build out the innovation argument further. Innovation needs to be talked up within Energy. It is the catalyst to all within the current energy transition underway. There is this compelling and urgent need to accelerate low-carbon technology innovation if the world can
- [Innovation adoption in the technology lifecycle for Energy Translation](https://paul4innovating.com/2019/09/19/innovation-adoption-in-the-technology-lifecycle-for-energy-translation/): Technological innovation has a central role to play in the Energy Transition currently being undertaken throughout the world. The shifts need to take the different parts of the energy system through a lifecycle approach to any future energy system Briefly, our energy system has been based mostly on fossil fuels (oil, coal, gas) and as
- [Increasing innovation focus on the end-user segments within the energy transition story](https://paul4innovating.com/2019/10/02/increasing-innovation-focus-on-the-end-user-segments-within-the-energy-transition-story/): When you investigate and research the energy transition that is underway, the higher focus to date has been on the progress to replace fossil fuel with renewable power generation technologies. As crucial renewable energy solutions (wind, solar) are falling in price comparison, we are beginning to see clean energy solutions for industry, for the environment,
- [Accelerating Innovation in the Energy Transition Journey](https://paul4innovating.com/2019/10/09/accelerating-innovation-in-the-energy-transition-journey/): What fascinates me presently is the energy transition currently being undertaken, due to the enormous amount of innovation options being considered and applied. New technologies are changing the very nature of how energy is going to be produced and delivered over the next ten to twenty years. When you consider how vital energy is to
- [Continuing the Energy Transition Journey](https://paul4innovating.com/2019/10/17/continuing-the-energy-transition-journey/): This week I have had one of those most intense periods of researching and then absorbing the material around different energy issues. Everywhere you turn, you stumble across reports on one aspect or another of the energy transformation we are undertaking. I am looking at this energy transition through the eyes of the innovator, as
- [The Digitalization of Energy](https://paul4innovating.com/2019/10/21/the-digitization-of-energy/): We are on the cusp of a new digital era in energy. Digital technology has been involved in the energy system for decades. What is new, is the pace of digitalization occurring through technological innovation, providing solutions that enable the energy system to be transformed? Digitalization across the energy landscape is determining the system-wide changes
- [The energy transition we are undertaking](https://paul4innovating.com/2019/11/01/the-energy-transition-we-are-undertaking/): In recent months I have become totally "wrapped up" in the energy transition occurring across the world. The whole transformation we are undertaking is not just for our energy sake; it is for more for our climate sake and having a sustainable future. Energy is one of the critical drivers of our well-being, providing one
- [So are we doing enough in the Energy and Urbanization Transition?](https://paul4innovating.com/2019/11/05/so-are-we-doing-enough-in-the-energy-and-urbanization-transition/): In a recent SIEW Opening Keynote Address, was an opening view by Cedrik Neike, a member of the Managing Board of Siemens AG and CEO Smart Infrastructure on "Accelerating Energy Transformation", He asked the question to the audience: Are we doing enough? Sadly he only had ten minutes. It would have been good to have
- [The Hard-to-Abate sectors need innovation solutions to reach Net-Zero Co2 Emissions](https://paul4innovating.com/2019/11/12/the-hard-to-abate-sectors-need-innovation-solutions-to-reach-net-zero-co2-emissions/): I have been looking at those Hard-to-Abate sectors for reaching Net-Zero Co2 Emissions like the cement, steel, plastics, aviation, shipping, and heavy road transport within our need for a global energy transition. These are the really big carbon emitters and it is argued that they could achieve, using known technologies already under development a pathway
- [Focusing on Innovation for our Energy Transition we are all undertaking](https://paul4innovating.com/2019/11/20/focusing-on-innovation-for-our-energy-transition-we-are-all-undertaking/): When you are undertaking such a transformation in any system like energy, innovation becomes vital to inject new forces of dynamism and creative thinking to tackling such a change. The energy transition that the world is undertaking is one of the most critical areas where innovation needs to be at its very best, that top
- [Sustainability is central to innovation’s future progress](https://paul4innovating.com/2021/06/30/sustainability-is-central-to-innovations-future-progress/): Sustainability is central to innovation’s future progress Today’s challenge for me is not only to be building the innovation capacity but also to be establishing clear ways on how we should set about sustaining it. Increasingly, organizations must have the capability and capacity to sustain innovation to provide the stimulus for lasting growth and resolve| IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Building the Core Competencies for Innovation](https://paul4innovating.com/2016/12/28/building-the-core-competencies-for-innovation/): For my final post of the year, I went back to some of my thinking through, those around the building blocks needed in developing the core competencies for innovation that we need to have in place for realizing its true potential. For me, the bedrock of innovation is built upon competencies, capabilities, and capacities and
- [The Value of Managing Innovation across the Three Horizons](https://paul4innovating.com/2011/08/17/the-value-of-managing-innovation-across-the-three-horizons/): I wrote a blog last year called “the three horizon approach to innovation (http://bit.ly/ck8KfN). That gave a short introduction to the three horizon approach arguing we should take a more evolutionary perspective across the entire innovation business portfolio by using this model. Going beyond that initial introduction- a trilogy of blogs I plan to explore
- [Everything is changing faster- can we respond differently in our Innovation work?](https://paul4innovating.com/2020/03/05/everything-is-changing-faster-can-we-respond-differently-in-our-innovation-work/): Suddenly we are stopped from traveling; we are advised to work from home to keep us safe from this coronavirus and catching it. We have the choice of “self-imposed” or "company-imposed” time at home. Time takes on a different meaning; we are cutting out those (unproductive) meetings, the train, car, and flight times, and we
- [The immediate shift in work and social norms needs innovation](https://paul4innovating.com/2020/04/14/the-immediate-shift-in-work-and-social-norms-needs-innovation/): Being in a personal crisis is one thing, but being in a global one is a whole lot different. So much is totally out of your control. You can rant and rave at some of the decisions have been made, or likely to come on some current performances. Often you are left wondering where the
- [A new normal is upon us, the paradigm shift that will change the World.](https://paul4innovating.com/2020/04/21/a-new-normal-is-upon-us-the-paradigm-shift-that-will-change-the-world/): There is a real increasing pressure to totally reinvent my business. The past business paradigm of reaching out, providing value, and making money is still there. Still, it is how we all undergo the changes needed in a radically different set of economic circumstances. We all are seeing the world in a very different light,
- [Recognizing the Building Blocks of Innovation](https://paul4innovating.com/2023/05/09/recognizing-the-building-blocks-of-innovation/): Recognizing the Building Blocks of Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Building the innovation stack](https://paul4innovating.com/2023/05/19/building-the-innovation-stack/): Building the innovation stack | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Identifying Key Component Relationships of Innovation Stacks and Building Blocks.](https://paul4innovating.com/2023/06/06/identifying-key-component-relationships-of-innovation-stacks-and-building-blocks/): Identifying Key Component Relationships of Innovation Stacks and Building Blocks. Building Ecosystems for Business Innovation
- [Gaining a Different Perspective on Innovation through Platforms, Blocks, and Stack Designs](https://paul4innovating.com/2023/06/08/gaining-a-different-perspective-on-innovation-through-platforms-blocks-and-stack-designs/): Gaining a Different Perspective on Innovation through Platforms, Blocks, and Stack Designs
- [The Final Perspective: A Composable Innovation Enterprise Framework](https://paul4innovating.com/2023/06/12/the-final-perspective-a-composable-innovation-enterprise-framework/): The Final Perspective: A Composable Innovation Enterprise Framework | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Building Up to the Composable Innovation Enterprise Framework Validation](https://paul4innovating.com/2023/06/14/building-up-to-the-composable-innovation-enterprise-framework-validation/): Building Up to the Composable Innovation Enterprise Framework Validation IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The Potential Returns of the Composable Innovation Enterprise Framework](https://paul4innovating.com/2023/06/16/the-potential-returns-of-the-composable-innovation-enterprise-framework/): The Potential Returns of the Composable Innovation Enterprise Framework | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [The implementation of the Composable Innovation Enterprise Framework.](https://paul4innovating.com/2023/06/19/the-implementation-of-the-composable-innovation-enterprise-framework/): The implementation of the Composable Innovation Enterprise Framework. | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing

## Pages

- [Intelligent Triad](https://paul4innovating.com/intelligent-triad/): Within the IIBE framework, the Intelligent Triad is the foundational architecture that combines Ecosystem Sensing & Signals, AI and Human Architecture.
- [Solution Outlines](https://paul4innovating.com/client-solutions-for-the-integrated-interconnected-business-ecosystem-iibe/): Solution Outlines | Building Ecosystems for Business Innovation
- [Strategic Blindspot Proposal](https://paul4innovating.com/strategic-blindspot-proposal/): Deploy the IIBE Engine to diagnose structural bottlenecks in the Client’s partner network and surface 3 to 5 board-ready, investable ecosystem option spaces.
- [Our Research](https://paul4innovating.com/insights-thinking/): Our Research | Building Ecosystems for Business Innovation
- [Exploring Complexity](https://paul4innovating.com/solving-ecosystem-complexity/): It developed through the progressive interaction of multiple architectural themes, each evolving in parallel and influencing the others allowing new Ecosystems to emerge.
- [IIBE Robust Thinking](https://paul4innovating.com/about-iibe/): The IIBE story- designed for your needs to give you the Ecosystem power on demand
- [Operational Design](https://paul4innovating.com/operational-design/): We approach Ecosystems in a way of understanding and shaping the structural conditions under which ecosystems operate, through structured co-evolution.
- [Ecosystem Architecture](https://paul4innovating.com/iibe-core-offer-2/): A complete structural architecture for diagnosing, designing, and enabling intelligent business ecosystems.
- [Core Service Portfolio](https://paul4innovating.com/core-service-portfolio/): Are you stuck in "platform + partners" thinking and need to shift to true ecosystem logic: distributed value creation, adaptive governance, compounding knowledge. We move you through that transition.
- [Contact](https://paul4innovating.com/my-background-contact/): Contact | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Who We Build For](https://paul4innovating.com/focus-client-groups/): Who We Build For | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [We Build Ecosystems](https://paul4innovating.com/shifting-to-innovation-ecosystems/): We Build Ecosystems | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Paul Hobcraft Offers](https://paul4innovating.com/paul-hobcraft-offers/): Paul Hobcraft Offers | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Ecosystem Narrative](https://paul4innovating.com/the-ecosystem-narrative/): By developing a clearer understanding of how ecosystems actually function you begin to design and participate in them more effectively.
- [Core Is Agility](https://paul4innovating.com/agility-innovation/): “Our objectives are to help identify promising business opportunities through developing innovation and ecosystem expertise and competencies, creating value and new growth giving a higher level of competitive and profitable businesses alongside your existing ones by being 100% focused through our innovative and ecosystem thinking support to you.” Agility Innovation provides a real “intensity in| Building Ecosystems for Business Innovation
- [Emergent Thinking](https://paul4innovating.com/emergent-thinking/): So what is the future of Ecosystems, are we implementing these well, do we see the ecosystem evolution and what are the new concepts?
- [IIBE Core Offering](https://paul4innovating.com/iibe-core-offer/): The IIBE — A Structural Architecture Built for Your Ecosystem
- [IIBE Position](https://paul4innovating.com/iibe-position/): IIBE enables organizations to do what they cannot currently do: Build an Architect for Ecosystems that sense, learn, & compound strategic advantage and value
- [Core Offer](https://paul4innovating.com/core-offer/): Core Offer | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Ecosystems Are Evolving](https://paul4innovating.com/ecosystems-are-evolving/): Ecosystems Are Evolving | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Ecosystem Proposition](https://paul4innovating.com/ecosystem-proposition/): Ecosystem Proposition | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Contacting Paul](https://paul4innovating.com/contact-paul/): Contacting Paul | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Impact Coaching and Advisory](https://paul4innovating.com/impact-coaching-and-advisory/): Impact Coaching and Advisory | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Paul's  Experienced Background](https://paul4innovating.com/pauls-background/): Paul’s Experienced Background | | | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [About Paul](https://paul4innovating.com/about/): About Paul | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing | Building Ecosystems for Business Innovation
- [Innovation Ecosystem Journey Outline](https://paul4innovating.com/innovation-ecosystem-journey-outline/): Innovation Ecosystem Journey Outline | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [My Ecosystem Offering](https://paul4innovating.com/my-ecosystem-offering/): My Ecosystem Offering | Building Ecosystems for Business Innovation | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Posting History](https://paul4innovating.com/blogging-intent/): Posting History | | | IIBE's connective tissue: Signals → Meaning → Relationships → System Dynamics → Choices → Adaptation → Learning → Renewed Sensing
- [Building a Strong Advocacy Practice](https://paul4innovating.com/about-2/): I have been a strong champion for innovation for a number of years. It has become my overriding passion, interest, and source of inspiration. I research continuously in this area, as innovation is restless, it never stays the same, it is always evolving. My worry though continues, innovation gets treated often as an add-on, often| Building Ecosystems for Business Innovation

## Categories

- [Building Innovation Capability](https://paul4innovating.com/category/building-innovation-capability/)
- [Leading innovation](https://paul4innovating.com/category/leading-innovation/)
- [Shifting dynamics in innovation](https://paul4innovating.com/category/shifting-dynamics-in-innovation/)
- [Fresh thinking](https://paul4innovating.com/category/fresh-thinking/)
- [Innovation Ecosystems](https://paul4innovating.com/category/innovation-ecosystems/)
- [Integrated Innovation Thinking](https://paul4innovating.com/category/integrated-innovation-thinking/)
- [Business Platforms and Ecosystems](https://paul4innovating.com/category/business-platforms-and-ecosystems/)
- [Business Ecosystem Understanding](https://paul4innovating.com/category/business-ecoszstem-understanding/)
- [Network & Collaborating Effects](https://paul4innovating.com/category/network-collaborating-effects/)
- [Value Creation Dynamics](https://paul4innovating.com/category/value-creation-dynamics/)
- [Ecosystem Design and Thinking](https://paul4innovating.com/category/ecosystem-design-and-thinking/)
- [Dynamic Ecosystems](https://paul4innovating.com/category/dynamic-ecosystems/)
- [Meta-Twinning](https://paul4innovating.com/category/meta-twinning/)
- [Fresh Ecosystem Thinking](https://paul4innovating.com/category/fresh-ecosystem-thinking/)
- [Ecosytem Fresh Thinking](https://paul4innovating.com/category/ecosytem-fresh-thinking/)
- [Interconnected Integrated Ecosystems](https://paul4innovating.com/category/interconnected-integrated-ecosystems/)
- [Digital Twins](https://paul4innovating.com/category/digital-twins/)
- [Governance](https://paul4innovating.com/category/governance/)
- [Intelligent Business Ecosystems (IIBE)](https://paul4innovating.com/category/intelligent-business-ecosystems-iibe/): Discover how Intelligent Business Ecosystems integrate dynamic intelligence, orchestration, and collaborative structures to create adaptive, high-performance organizations. The IIBE model explains how businesses thrive in complex, interconnected markets.
- [Dynamic Business Ecosystems](https://paul4innovating.com/category/dynamic-business-ecosystems/): Learn why static models fail and how dynamic ecosystems enable continuous sensing, rapid adaptation, and real-time decision-making. Build the dynamic capabilities needed for 2026 and beyond.
- [Ecosystem Orchestration & Operating Models](https://paul4innovating.com/category/ecosystem-orchestration-operating-models/): Explore the orchestration skills, roles and dynamic governance structures required to coordinate partners, integrate capabilities, and run high-performing ecosystems.
- [Ecosystem Strategy, Value Creation & Growth](https://paul4innovating.com/category/ecosystem-strategy-value-creation-growth/): Understand how ecosystems create new growth opportunities through collaboration, vertical platforms, micro-ecosystems and market-shaping strategies. Learn how to design ecosystem value creation.
- [Collaboration, Network Effects & Shared Capacity](https://paul4innovating.com/category/collaboration-network-effects-shared-capacity/): Discover how shared capacity, network effects and cross-sector collaboration reduce costs, build capabilities, and accelerate innovation. Learn the mechanisms that make collaborative ecosystems high-performance.
- [Ecosystem Operating Model](https://paul4innovating.com/category/ecosystem-operating-model/): Explore skills, roles and dynamic governance structures required to coordinate, integrate capabilities, and run high-performing ecosystems.
- [Ecosystem Building Model](https://paul4innovating.com/category/ecosystem-building-model/)
- [AI + Ecosystems](https://paul4innovating.com/category/ai-ecosystems/)
- [European Innovation Council](https://paul4innovating.com/category/european-innovation-council/)

## Tags

- [A new innovation era](https://paul4innovating.com/tag/a-new-innovation-era/): We are in the middle of a new innovation era. One that builds through collaborations on platforms and ecosystem understanding
- [alignment of innovation](https://paul4innovating.com/tag/alignment-of-innovation/)
- [alignment of innovation and strategy](https://paul4innovating.com/tag/alignment-of-innovation-and-strategy/)
- [Alignment of Strategy and Innovation](https://paul4innovating.com/tag/alignment-of-strategy-and-innovation/)
- [ambidextrous organizations](https://paul4innovating.com/tag/ambidextrous-organizations/)
- [amplifying the innovation signal](https://paul4innovating.com/tag/amplifying-the-innovation-signal/)
- [articualting the business model](https://paul4innovating.com/tag/articualting-the-business-model/)
- [Balanced Portfolio of Investments](https://paul4innovating.com/tag/balanced-portfolio-of-investments/)
- [barriers to innovation](https://paul4innovating.com/tag/barriers-to-innovation/)
- [behaviour changes and innovation](https://paul4innovating.com/tag/behaviour-changes-and-innovation/)
- [Big Data and Innovation](https://paul4innovating.com/tag/big-data-and-innovation/)
- [breaking down the value of an idea](https://paul4innovating.com/tag/breaking-down-the-value-of-an-idea/)
- [breaking new methodology for innovation](https://paul4innovating.com/tag/breaking-new-methodology-for-innovation/)
- [Breakthrough innovation and growth](https://paul4innovating.com/tag/breakthrough-innovation-and-growth/)
- [broaden out where ideas come from](https://paul4innovating.com/tag/broaden-out-where-ideas-come-from/)
- [building a lasting innovation engagement](https://paul4innovating.com/tag/building-a-lasting-innovation-engagement/)
- [Building and designing new networks for innovation](https://paul4innovating.com/tag/building-and-designing-new-networks-for-innovation/)
- [building better innovation tools](https://paul4innovating.com/tag/building-better-innovation-tools/)
- [building capabilites and capacity for innovation](https://paul4innovating.com/tag/building-capabilites-and-capacity-for-innovation/)
- [Building Capability](https://paul4innovating.com/tag/building-capability/)
- [building capacity for innovation](https://paul4innovating.com/tag/building-capacity-for-innovation/)
- [building innovation capability](https://paul4innovating.com/tag/building-innovation-capability/)
- [Building the future business](https://paul4innovating.com/tag/building-the-future-business/): The future of business is building around the relationships you are forming, the level of participation onto platforms and building ecosystems. These form relationships and networks to accelerate your potential innovation solutions
- [building the innovation business case](https://paul4innovating.com/tag/building-the-innovation-business-case/)
- [business design](https://paul4innovating.com/tag/business-design/)
- [Business Model and innovation](https://paul4innovating.com/tag/business-model-and-innovation/)
- [Business Model and Three Horizons](https://paul4innovating.com/tag/business-model-and-three-horizons/): The use of the three horizon model, frames and can alter the nature of the tensions and dilemmas between vision and reality and the distinction between innovations that serve to prolong the status quo and those that serve to bring the third horizon vision closer to reality. It provides a great way to frame your innovation thinking
- [business model canvas](https://paul4innovating.com/tag/business-model-canvas/)
- [business model innovation](https://paul4innovating.com/tag/business-model-innovation/)
- [Business models and digital transformation](https://paul4innovating.com/tag/business-models-and-digital-transformation/)
- [business tools](https://paul4innovating.com/tag/business-tools/)
- [capabilities and capacities that build innovation](https://paul4innovating.com/tag/capabilities-and-capacities-that-build-innovation/)
- [capabilities for innovation](https://paul4innovating.com/tag/capabilities-for-innovation/)
- [cascading effect on innovation](https://paul4innovating.com/tag/cascading-effect-on-innovation/)
- [Cascading innovation](https://paul4innovating.com/tag/cascading-innovation/)
- [change and business models](https://paul4innovating.com/tag/change-and-business-models/)
- [change implications for innovation](https://paul4innovating.com/tag/change-implications-for-innovation/)
- [Changing landscape for innovation](https://paul4innovating.com/tag/changing-landscape-for-innovation/)
- [changing the innovation game](https://paul4innovating.com/tag/changing-the-innovation-game/)
- [Clayton Christensen and Innovation](https://paul4innovating.com/tag/clayton-christensen-and-innovation/)
- [Clean energy innovation](https://paul4innovating.com/tag/clean-energy-innovation/)
- [cognitive bias and innovation](https://paul4innovating.com/tag/cognitive-bias-and-innovation/)
- [Collaborating across Industries](https://paul4innovating.com/tag/collaborating-across-industries/)
- [collaborative innovation](https://paul4innovating.com/tag/collaborative-innovation/)
- [combining innovation activities](https://paul4innovating.com/tag/combining-innovation-activities/)
- [comments on innovation change](https://paul4innovating.com/tag/comments-on-innovation-change/)
- [common innovation framework](https://paul4innovating.com/tag/common-innovation-framework/)
- [Common lanaguage for innovation](https://paul4innovating.com/tag/common-lanaguage-for-innovation/)
- [common language for innovation](https://paul4innovating.com/tag/common-language-for-innovation/)
- [common understanding of innovation](https://paul4innovating.com/tag/common-understanding-of-innovation/)
- [competencies for innovation](https://paul4innovating.com/tag/competencies-for-innovation/)
- [Complex and adaptive innovation](https://paul4innovating.com/tag/complex-and-adaptive-innovation/)
- [components of a innovation framework](https://paul4innovating.com/tag/components-of-a-innovation-framework/)
- [Connected Innovation](https://paul4innovating.com/tag/connected-innovation/)
- [Connecting innovation activities](https://paul4innovating.com/tag/connecting-innovation-activities/): The future of business is building around the relationships you are forming, the level of participation onto platforms and building ecosystems. These form relationships and networks to accelerate your potential innovation solutions
- [consultants contribution](https://paul4innovating.com/tag/consultants-contribution/)
- [Consulting engagement concerns](https://paul4innovating.com/tag/consulting-engagement-concerns/)
- [consulting on innovation](https://paul4innovating.com/tag/consulting-on-innovation/)
- [context and coordination of innovation](https://paul4innovating.com/tag/context-and-coordination-of-innovation/)
- [creating the right conditions for innovation](https://paul4innovating.com/tag/creating-the-right-conditions-for-innovation/)
- [Creative destruction](https://paul4innovating.com/tag/creative-destruction/)
- [customer journey](https://paul4innovating.com/tag/customer-journey/)
- [customer needs and innovation](https://paul4innovating.com/tag/customer-needs-and-innovation/)
- [Customer Seamless Experiences](https://paul4innovating.com/tag/customer-seamless-experiences/)
- [Cynefin Model and Explaining Value](https://paul4innovating.com/tag/cynefin-model-and-explaining-value/)
- [Cynefin Model and Type of Innovation](https://paul4innovating.com/tag/cynefin-model-and-type-of-innovation/)
- [deeper innovation understanding](https://paul4innovating.com/tag/deeper-innovation-understanding/)
- [degrees of innovation design](https://paul4innovating.com/tag/degrees-of-innovation-design/)
- [deploy a innovation framework](https://paul4innovating.com/tag/deploy-a-innovation-framework/)
- [design and innovation](https://paul4innovating.com/tag/design-and-innovation/)
- [design thinking](https://paul4innovating.com/tag/design-thinking/)
- [designed conversations for innovation](https://paul4innovating.com/tag/designed-conversations-for-innovation/)
- [designing business model platforms](https://paul4innovating.com/tag/designing-business-model-platforms/)
- [designing business models](https://paul4innovating.com/tag/designing-business-models/)
- [Designing innovation change](https://paul4innovating.com/tag/designing-innovation-change/)
- [designing innovation differently](https://paul4innovating.com/tag/designing-innovation-differently/)
- [designing innovation outcomes](https://paul4innovating.com/tag/designing-innovation-outcomes/)
- [designing new innovation outcomes](https://paul4innovating.com/tag/designing-new-innovation-outcomes/)
- [designing out legacy in systems](https://paul4innovating.com/tag/designing-out-legacy-in-systems/)
- [Designing the future of energy](https://paul4innovating.com/tag/designing-the-future-of-energy/)
- [designing the future of innovation](https://paul4innovating.com/tag/designing-the-future-of-innovation/): Innovation needs to be designed differently, it is through a more collaborative approach and placing platform and ecosystem thinking into your process and understanding will deliver improved innovating performance
- [developing the Innovation work mat](https://paul4innovating.com/tag/developing-the-innovation-work-mat/)
- [Different Horizons for Planning](https://paul4innovating.com/tag/different-horizons-for-planning/)
- [different learning techniques](https://paul4innovating.com/tag/different-learning-techniques/)
- [Different Mindsets](https://paul4innovating.com/tag/different-mindsets/)
- [diffusion and adoption](https://paul4innovating.com/tag/diffusion-and-adoption/)
- [diffusion of innovation](https://paul4innovating.com/tag/diffusion-of-innovation/)
- [Digital discovery](https://paul4innovating.com/tag/digital-discovery/)
- [digital innovation](https://paul4innovating.com/tag/digital-innovation/)
- [Digital leadership](https://paul4innovating.com/tag/digital-leadership/)
- [digital transformation](https://paul4innovating.com/tag/digital-transformation/)
- [digitalization of Energy](https://paul4innovating.com/tag/digitalization-of-energy/)
- [Disruption of the Business Model](https://paul4innovating.com/tag/disruption-of-the-business-model/)
- [disruptive forces for innovation](https://paul4innovating.com/tag/disruptive-forces-for-innovation/)
- [disruptive innovation](https://paul4innovating.com/tag/disruptive-innovation/)
- [distinctive exploit and explore](https://paul4innovating.com/tag/distinctive-exploit-and-explore/)
- [distinctive innovation](https://paul4innovating.com/tag/distinctive-innovation/)
- [divergence and convergence for innovation](https://paul4innovating.com/tag/divergence-and-convergence-for-innovation/)
- [diversity of knowledge](https://paul4innovating.com/tag/diversity-of-knowledge/)
- [driving transformation](https://paul4innovating.com/tag/driving-transformation/)
- [dynamic capabilities](https://paul4innovating.com/tag/dynamic-capabilities/)
- [dynamic capabilities in innovation](https://paul4innovating.com/tag/dynamic-capabilities-in-innovation/)
- [dynamic fitness landscape](https://paul4innovating.com/tag/dynamic-fitness-landscape/)
- [dynamics of innovation](https://paul4innovating.com/tag/dynamics-of-innovation/)
- [dynamics of the innovation system](https://paul4innovating.com/tag/dynamics-of-the-innovation-system/)
- [economic barriers to innovation](https://paul4innovating.com/tag/economic-barriers-to-innovation/)
- [ecosystem4innovating](https://paul4innovating.com/tag/ecosystem4innovating/)
- [ecosystems](https://paul4innovating.com/tag/ecosystems/)
- [Ecosystems and Platforms](https://paul4innovating.com/tag/ecosystems-and-platforms/): The future of business is building around the relationships you are forming, the level of participation onto platforms and building ecosystems. These form relationships and networks to accelerate your potential innovation solutions
- [effective outcomes from innovation](https://paul4innovating.com/tag/effective-outcomes-from-innovation/)
- [Embedded technology](https://paul4innovating.com/tag/embedded-technology/)
- [encouraging best practicies for innovation](https://paul4innovating.com/tag/encouraging-best-practicies-for-innovation/)
- [Energy transition](https://paul4innovating.com/tag/energy-transition/)
- [Engagement and innovation](https://paul4innovating.com/tag/engagement-and-innovation/)
- [environment and innovation](https://paul4innovating.com/tag/environment-and-innovation/)
- [EU innovation](https://paul4innovating.com/tag/eu-innovation/)
- [EU policy on innovation](https://paul4innovating.com/tag/eu-policy-on-innovation/)
- [Europe and Innovation](https://paul4innovating.com/tag/europe-and-innovation/)
- [Everett Rogers Diffusion of Innovation](https://paul4innovating.com/tag/everett-rogers-diffusion-of-innovation/)
- [evolution and innovation](https://paul4innovating.com/tag/evolution-and-innovation/)
- [evolutionary frameworks for innovation](https://paul4innovating.com/tag/evolutionary-frameworks-for-innovation/)
- [execution of innovation](https://paul4innovating.com/tag/execution-of-innovation/)
- [executive innovation work mat](https://paul4innovating.com/tag/executive-innovation-work-mat/)
- [existing innovation trends](https://paul4innovating.com/tag/existing-innovation-trends/)
- [Existing paradigms and innovation](https://paul4innovating.com/tag/existing-paradigms-and-innovation/)
- [Explaining Diffusion and Adoption](https://paul4innovating.com/tag/explaining-diffusion-and-adoption/)
- [exploit and explore](https://paul4innovating.com/tag/exploit-and-explore/)
- [exploring innovation barriers](https://paul4innovating.com/tag/exploring-innovation-barriers/)
- [exploring theories of innovation](https://paul4innovating.com/tag/exploring-theories-of-innovation/)
- [exporting knowledge and innovation](https://paul4innovating.com/tag/exporting-knowledge-and-innovation/)
- [extended innovation funnel](https://paul4innovating.com/tag/extended-innovation-funnel/)
- [external expertise for innovation](https://paul4innovating.com/tag/external-expertise-for-innovation/)
- [fitness landscapes](https://paul4innovating.com/tag/fitness-landscapes/)
- [fluidity and change](https://paul4innovating.com/tag/fluidity-and-change/)
- [Focus our Innovation Energies](https://paul4innovating.com/tag/focus-our-innovation-energies/)
- [forecasting the future](https://paul4innovating.com/tag/forecasting-the-future/)
- [Foresight for innovations future](https://paul4innovating.com/tag/foresight-for-innovations-future/)
- [fostering risk in innovation](https://paul4innovating.com/tag/fostering-risk-in-innovation/)
- [fourth industrial revolution](https://paul4innovating.com/tag/fourth-industrial-revolution/)
- [fresh innovation thinking](https://paul4innovating.com/tag/fresh-innovation-thinking/)
- [Future Thinking. Planning Innovation Resources](https://paul4innovating.com/tag/future-thinking-planning-innovation-resources/)
- [fuzzy front end of innovation](https://paul4innovating.com/tag/fuzzy-front-end-of-innovation/)
- [GE global innovation barometer](https://paul4innovating.com/tag/ge-global-innovation-barometer/)
- [General Electric](https://paul4innovating.com/tag/general-electric/)
- [global innovation](https://paul4innovating.com/tag/global-innovation/)
- [Global Innovation Research](https://paul4innovating.com/tag/global-innovation-research/)
- [global integrated models for innovation](https://paul4innovating.com/tag/global-integrated-models-for-innovation/)
- [governance and change](https://paul4innovating.com/tag/governance-and-change/)
- [governance of innovation](https://paul4innovating.com/tag/governance-of-innovation/)
- [growth and innovation](https://paul4innovating.com/tag/growth-and-innovation/)
- [Guidance in Innovation](https://paul4innovating.com/tag/guidance-in-innovation/)
- [henry chesbrough](https://paul4innovating.com/tag/henry-chesbrough/)
- [hidden assets for innovation](https://paul4innovating.com/tag/hidden-assets-for-innovation/)
- [idea management](https://paul4innovating.com/tag/idea-management/)
- [ideal process for innovation process engagement](https://paul4innovating.com/tag/ideal-process-for-innovation-process-engagement/)
- [identity with strategic goals and innovation alignment](https://paul4innovating.com/tag/identity-with-strategic-goals-and-innovation-alignment/)
- [improving personal performance](https://paul4innovating.com/tag/improving-personal-performance/)
- [increasing agility](https://paul4innovating.com/tag/increasing-agility/)
- [incremental or radical innovation](https://paul4innovating.com/tag/incremental-or-radical-innovation/)
- [Industrial Ecosystem Design](https://paul4innovating.com/tag/industrial-ecosystem-design/)
- [Industry 4.0](https://paul4innovating.com/tag/industry-4-0/)
- [Innovating across different time frames](https://paul4innovating.com/tag/innovating-across-different-time-frames/)
- [innovation](https://paul4innovating.com/tag/innovation/)
- [Innovation & Growth](https://paul4innovating.com/tag/innovation-growth/)
- [Innovation & their dynamics](https://paul4innovating.com/tag/innovation-their-dynamics/)
- [Innovation acceleration](https://paul4innovating.com/tag/innovation-acceleration/)
- [Innovation and change](https://paul4innovating.com/tag/innovation-and-change/)
- [Innovation and destruction](https://paul4innovating.com/tag/innovation-and-destruction/)
- [Innovation and Energy](https://paul4innovating.com/tag/innovation-and-energy/)
- [innovation and learning](https://paul4innovating.com/tag/innovation-and-learning/)
- [innovation and management](https://paul4innovating.com/tag/innovation-and-management/)
- [Innovation and Organization Design](https://paul4innovating.com/tag/innovation-and-organization-design/)
- [innovation and societal issues](https://paul4innovating.com/tag/innovation-and-societal-issues/)
- [Innovation Apathy in the boardroom](https://paul4innovating.com/tag/innovation-apathy-in-the-boardroom/)
- [innovation approach](https://paul4innovating.com/tag/innovation-approach/)
- [innovation assets and hidden intangibles](https://paul4innovating.com/tag/innovation-assets-and-hidden-intangibles/)
- [innovation business case](https://paul4innovating.com/tag/innovation-business-case/)
- [innovation business model](https://paul4innovating.com/tag/innovation-business-model/)
- [innovation capabilities](https://paul4innovating.com/tag/innovation-capabilities/)
- [Innovation capital](https://paul4innovating.com/tag/innovation-capital/)
- [Innovation coaching](https://paul4innovating.com/tag/innovation-coaching/)
- [Innovation Competitive Advantage](https://paul4innovating.com/tag/innovation-competitive-advantage/)
- [innovation constraints](https://paul4innovating.com/tag/innovation-constraints/)
- [innovation consultants](https://paul4innovating.com/tag/innovation-consultants/)
- [innovation consulting industry](https://paul4innovating.com/tag/innovation-consulting-industry/)
- [Innovation context](https://paul4innovating.com/tag/innovation-context/)
- [innovation design](https://paul4innovating.com/tag/innovation-design/)
- [innovation ecosystems](https://paul4innovating.com/tag/innovation-ecosystems/): Building innovation ecosystems allow both the network effect and relationship building to form outside your one existing environment to build greater potential solutions to customer needs
- [Innovation engagement process](https://paul4innovating.com/tag/innovation-engagement-process/)
- [innovation execution](https://paul4innovating.com/tag/innovation-execution/)
- [innovation execution delivery](https://paul4innovating.com/tag/innovation-execution-delivery/)
- [innovation fitness](https://paul4innovating.com/tag/innovation-fitness/)
- [Innovation framework](https://paul4innovating.com/tag/innovation-framework/)
- [innovation funnel](https://paul4innovating.com/tag/innovation-funnel/)
- [innovation in the board room](https://paul4innovating.com/tag/innovation-in-the-board-room/)
- [innovation intensity](https://paul4innovating.com/tag/innovation-intensity/)
- [Innovation jobs-to-be-done](https://paul4innovating.com/tag/innovation-jobs-to-be-done/)
- [innovation journey](https://paul4innovating.com/tag/innovation-journey/)
- [Innovation knowledge source](https://paul4innovating.com/tag/innovation-knowledge-source/)
- [innovation landscapes](https://paul4innovating.com/tag/innovation-landscapes/)
- [innovation leadership](https://paul4innovating.com/tag/innovation-leadership/)
- [innovation leadership gap](https://paul4innovating.com/tag/innovation-leadership-gap/)
- [Innovation legacy](https://paul4innovating.com/tag/innovation-legacy/)
- [innovation management](https://paul4innovating.com/tag/innovation-management/)
- [innovation management needs](https://paul4innovating.com/tag/innovation-management-needs/)
- [innovation methodology](https://paul4innovating.com/tag/innovation-methodology/)
- [Innovation needs leadership](https://paul4innovating.com/tag/innovation-needs-leadership/)
- [innovation outcomes](https://paul4innovating.com/tag/innovation-outcomes/)
- [innovation pathway](https://paul4innovating.com/tag/innovation-pathway/)
- [innovation platform management](https://paul4innovating.com/tag/innovation-platform-management/)
- [innovation platforms](https://paul4innovating.com/tag/innovation-platforms/)
- [innovation process](https://paul4innovating.com/tag/innovation-process/)
- [innovation reference model](https://paul4innovating.com/tag/innovation-reference-model/)
- [innovation renaissance](https://paul4innovating.com/tag/innovation-renaissance/)
- [Innovation renewal](https://paul4innovating.com/tag/innovation-renewal/)
- [Innovation report](https://paul4innovating.com/tag/innovation-report/)
- [innovation research &development](https://paul4innovating.com/tag/innovation-research-development/)
- [innovation return on investment](https://paul4innovating.com/tag/innovation-return-on-investment/)
- [innovation solutions](https://paul4innovating.com/tag/innovation-solutions/)
- [Innovation Structure](https://paul4innovating.com/tag/innovation-structure/): the organising structure of innovation
- [innovation systems](https://paul4innovating.com/tag/innovation-systems/)
- [innovation toolkit](https://paul4innovating.com/tag/innovation-toolkit/)
- [Innovation touchpoints](https://paul4innovating.com/tag/innovation-touchpoints/)
- [innovation value from consultants](https://paul4innovating.com/tag/innovation-value-from-consultants/)
- [innovative capacity](https://paul4innovating.com/tag/innovative-capacity/)
- [intangible assets](https://paul4innovating.com/tag/intangible-assets/)
- [intangible capital](https://paul4innovating.com/tag/intangible-capital/)
- [intangibles for innovation](https://paul4innovating.com/tag/intangibles-for-innovation/)
- [Integrated Approaches](https://paul4innovating.com/tag/integrated-approaches/)
- [Integrated Ecosystem Design](https://paul4innovating.com/tag/integrated-ecosystem-design/)
- [integrated innovation framework](https://paul4innovating.com/tag/integrated-innovation-framework/)
- [integrated reporting for organizations](https://paul4innovating.com/tag/integrated-reporting-for-organizations/)
- [intellectual capital](https://paul4innovating.com/tag/intellectual-capital/)
- [internal difficulties for innovation](https://paul4innovating.com/tag/internal-difficulties-for-innovation/)
- [interplay of innovation](https://paul4innovating.com/tag/interplay-of-innovation/)
- [intersections for innovation](https://paul4innovating.com/tag/intersections-for-innovation/)
- [jobless innovation](https://paul4innovating.com/tag/jobless-innovation/)
- [jobs-to-be-done](https://paul4innovating.com/tag/jobs-to-be-done/)
- [journey of innovation fitness](https://paul4innovating.com/tag/journey-of-innovation-fitness/)
- [Knowledge & Innovation](https://paul4innovating.com/tag/knowledge-innovation/)
- [knowledge and innovation](https://paul4innovating.com/tag/knowledge-and-innovation/)
- [knowledge diffusion](https://paul4innovating.com/tag/knowledge-diffusion/)
- [knowledge discovery](https://paul4innovating.com/tag/knowledge-discovery/)
- [knowledge flow](https://paul4innovating.com/tag/knowledge-flow/)
- [knowledge for innovation](https://paul4innovating.com/tag/knowledge-for-innovation/)
- [Knowledge Graphs](https://paul4innovating.com/tag/knowledge-graphs/)
- [knowledge-based capital](https://paul4innovating.com/tag/knowledge-based-capital/)
- [Kurt Lewins three step freeze model for innovation](https://paul4innovating.com/tag/kurt-lewins-three-step-freeze-model-for-innovation/)
- [layered capabilities](https://paul4innovating.com/tag/layered-capabilities/)
- [Leaders innovation alignment work mat](https://paul4innovating.com/tag/leaders-innovation-alignment-work-mat/)
- [leadership and innovation](https://paul4innovating.com/tag/leadership-and-innovation/)
- [leadership and innovation failure](https://paul4innovating.com/tag/leadership-and-innovation-failure/)
- [leadership and innovation risk](https://paul4innovating.com/tag/leadership-and-innovation-risk/)
- [leadership determines culture](https://paul4innovating.com/tag/leadership-determines-culture/)
- [Leadership engagement](https://paul4innovating.com/tag/leadership-engagement/)
- [Leadership engagement in innovation](https://paul4innovating.com/tag/leadership-engagement-in-innovation/)
- [leading change](https://paul4innovating.com/tag/leading-change/)
- [Leading innovation practices](https://paul4innovating.com/tag/leading-innovation-practices/)
- [Lean management and innovation](https://paul4innovating.com/tag/lean-management-and-innovation/)
- [learning innovation](https://paul4innovating.com/tag/learning-innovation/)
- [learning potential within innovation](https://paul4innovating.com/tag/learning-potential-within-innovation/)
- [learning to absorb](https://paul4innovating.com/tag/learning-to-absorb/)
- [learning to absorb for innovation](https://paul4innovating.com/tag/learning-to-absorb-for-innovation/)
- [leveraging innovation through evolution](https://paul4innovating.com/tag/leveraging-innovation-through-evolution/)
- [looking at innovation risks](https://paul4innovating.com/tag/looking-at-innovation-risks/)
- [Making a better innovation return](https://paul4innovating.com/tag/making-a-better-innovation-return/)
- [managing innovation](https://paul4innovating.com/tag/managing-innovation/)
- [managing innovation complexity](https://paul4innovating.com/tag/managing-innovation-complexity/)
- [managing innovation types differently](https://paul4innovating.com/tag/managing-innovation-types-differently/)
- [Mapping your resources for innovation](https://paul4innovating.com/tag/mapping-your-resources-for-innovation/)
- [meaningful work for innovation](https://paul4innovating.com/tag/meaningful-work-for-innovation/)
- [measuring the impact of a business](https://paul4innovating.com/tag/measuring-the-impact-of-a-business/)
- [measuring the impact of innovation](https://paul4innovating.com/tag/measuring-the-impact-of-innovation/)
- [mentoring the board for innovation](https://paul4innovating.com/tag/mentoring-the-board-for-innovation/)
- [Minimum Viable Transformation](https://paul4innovating.com/tag/minimum-viable-transformation/)
- [moving from incremental innovation](https://paul4innovating.com/tag/moving-from-incremental-innovation/)
- [narrative reporting of our assets](https://paul4innovating.com/tag/narrative-reporting-of-our-assets/)
- [narrative reporting through business models](https://paul4innovating.com/tag/narrative-reporting-through-business-models/)
- [nature of culture and innovation](https://paul4innovating.com/tag/nature-of-culture-and-innovation/)
- [Networks and Innovation](https://paul4innovating.com/tag/networks-and-innovation/): The more the network effect is leveraged the greater opportunity to offer a radically different innovation solution
- [New innovation consulting business models](https://paul4innovating.com/tag/new-innovation-consulting-business-models/)
- [Nine dynamic steps to achieve innovation fitness](https://paul4innovating.com/tag/nine-dynamic-steps-to-achieve-innovation-fitness/)
- [Obstacles on innovation](https://paul4innovating.com/tag/obstacles-on-innovation/)
- [open collaborative innovation](https://paul4innovating.com/tag/open-collaborative-innovation/)
- [open collaborative model](https://paul4innovating.com/tag/open-collaborative-model/)
- [open innovation](https://paul4innovating.com/tag/open-innovation/)
- [open innovation and collaborations](https://paul4innovating.com/tag/open-innovation-and-collaborations/)
- [opening up to global practicies](https://paul4innovating.com/tag/opening-up-to-global-practicies/)
- [orchestrating innovation designs](https://paul4innovating.com/tag/orchestrating-innovation-designs/)
- [overcoming crisis](https://paul4innovating.com/tag/overcoming-crisis/)
- [pace of change](https://paul4innovating.com/tag/pace-of-change/)
- [physical and digital](https://paul4innovating.com/tag/physical-and-digital/)
- [Pipeline and Portfolio Management](https://paul4innovating.com/tag/pipeline-and-portfolio-management/)
- [pivot in business models](https://paul4innovating.com/tag/pivot-in-business-models/)
- [planning innovation execution](https://paul4innovating.com/tag/planning-innovation-execution/)
- [platform management](https://paul4innovating.com/tag/platform-management/)
- [platforms for innovation](https://paul4innovating.com/tag/platforms-for-innovation/): The future of business is building around the relationships you are forming, the level of participation onto platforms and building ecosystems. These form relationships and networks to accelerate your potential innovation solutions
- [PLM software providers](https://paul4innovating.com/tag/plm-software-providers/)
- [poor innovation thinking](https://paul4innovating.com/tag/poor-innovation-thinking/)
- [Portfolio management for innovation](https://paul4innovating.com/tag/portfolio-management-for-innovation/)
- [Power of platform management](https://paul4innovating.com/tag/power-of-platform-management/)
- [radical and disruptive innovation](https://paul4innovating.com/tag/radical-and-disruptive-innovation/)
- [radical innovation](https://paul4innovating.com/tag/radical-innovation/)
- [Re-engineering innovation](https://paul4innovating.com/tag/re-engineering-innovation/)
- [redesign](https://paul4innovating.com/tag/redesign/)
- [redesigning innovation](https://paul4innovating.com/tag/redesigning-innovation/)
- [Reduced complexity from innovation](https://paul4innovating.com/tag/reduced-complexity-from-innovation/)
- [Reflecting on innovation](https://paul4innovating.com/tag/reflecting-on-innovation/)
- [rejecting best practices of others](https://paul4innovating.com/tag/rejecting-best-practices-of-others/)
- [relationships and networks](https://paul4innovating.com/tag/relationships-and-networks/)
- [relentless innovation and change needed](https://paul4innovating.com/tag/relentless-innovation-and-change-needed/)
- [reports and studies on innovation](https://paul4innovating.com/tag/reports-and-studies-on-innovation/)
- [revolution in innovation design](https://paul4innovating.com/tag/revolution-in-innovation-design/)
- [risk and opportunity in innovation](https://paul4innovating.com/tag/risk-and-opportunity-in-innovation/)
- [risk aversion in innovation](https://paul4innovating.com/tag/risk-aversion-in-innovation/)
- [risk to resilient](https://paul4innovating.com/tag/risk-to-resilient/)
- [risk-taking in innovation](https://paul4innovating.com/tag/risk-taking-in-innovation/)
- [Scaling engagement through innovation](https://paul4innovating.com/tag/scaling-engagement-through-innovation/)
- [scaling innovation](https://paul4innovating.com/tag/scaling-innovation/)
- [Scaling Innovation needs increased engagement](https://paul4innovating.com/tag/scaling-innovation-needs-increased-engagement/)
- [scanning the horizon](https://paul4innovating.com/tag/scanning-the-horizon/)
- [scope of innovation](https://paul4innovating.com/tag/scope-of-innovation/)
- [Seamless Customer Experience](https://paul4innovating.com/tag/seamless-customer-experience/)
- [seamless experience](https://paul4innovating.com/tag/seamless-experience/)
- [searching for new business outcomes](https://paul4innovating.com/tag/searching-for-new-business-outcomes/)
- [Seeds of Destruction](https://paul4innovating.com/tag/seeds-of-destruction/)
- [self-disruption barriers](https://paul4innovating.com/tag/self-disruption-barriers/)
- [service innovation](https://paul4innovating.com/tag/service-innovation/)
- [shared understanding of innovation](https://paul4innovating.com/tag/shared-understanding-of-innovation/)
- [shearing effects constrain innovation](https://paul4innovating.com/tag/shearing-effects-constrain-innovation/)
- [Shifting dynamics in innovation](https://paul4innovating.com/tag/shifting-dynamics-in-innovation/): We are in the middle of a new innovation era. One that builds through collaborations on platforms and ecosystem understanding. It can build the dynamics needed
- [Shifting markets](https://paul4innovating.com/tag/shifting-markets/)
- [shifting trends in consulting](https://paul4innovating.com/tag/shifting-trends-in-consulting/)
- [smart technology](https://paul4innovating.com/tag/smart-technology/)
- [social innovation](https://paul4innovating.com/tag/social-innovation/)
- [software for innovation management](https://paul4innovating.com/tag/software-for-innovation-management/)
- [Specialist for Innovation](https://paul4innovating.com/tag/specialist-for-innovation/)
- [Spotting Emerging Patterns](https://paul4innovating.com/tag/spotting-emerging-patterns/)
- [State of business innovation](https://paul4innovating.com/tag/state-of-business-innovation/)
- [strategic conversation framework](https://paul4innovating.com/tag/strategic-conversation-framework/)
- [strategic discussion and innovation alignment](https://paul4innovating.com/tag/strategic-discussion-and-innovation-alignment/)
- [Strategic innovation framework](https://paul4innovating.com/tag/strategic-innovation-framework/)
- [Strategic planning and innovation](https://paul4innovating.com/tag/strategic-planning-and-innovation/)
- [surfacing hidden barriers to innovation](https://paul4innovating.com/tag/surfacing-hidden-barriers-to-innovation/)
- [sustaining competitive advantage](https://paul4innovating.com/tag/sustaining-competitive-advantage/)
- [sustaining innovation](https://paul4innovating.com/tag/sustaining-innovation/)
- [sustaining models of innovation](https://paul4innovating.com/tag/sustaining-models-of-innovation/)
- [system thinking and innovation](https://paul4innovating.com/tag/system-thinking-and-innovation/)
- [systematic innovation](https://paul4innovating.com/tag/systematic-innovation/)
- [tacit knowledge](https://paul4innovating.com/tag/tacit-knowledge/)
- [tackling change](https://paul4innovating.com/tag/tackling-change/)
- [Technology and engagement](https://paul4innovating.com/tag/technology-and-engagement/)
- [technology and innovation](https://paul4innovating.com/tag/technology-and-innovation/)
- [Technology innovation](https://paul4innovating.com/tag/technology-innovation/)
- [technology platforms](https://paul4innovating.com/tag/technology-platforms/)
- [testing business models](https://paul4innovating.com/tag/testing-business-models/)
- [the business case for innovation](https://paul4innovating.com/tag/the-business-case-for-innovation/)
- [The energy transition needs innovation](https://paul4innovating.com/tag/the-energy-transition-needs-innovation/)
- [The Energy Transition requires framing](https://paul4innovating.com/tag/the-energy-transition-requires-framing/)
- [the future of innovation](https://paul4innovating.com/tag/the-future-of-innovation/): The future of business is building around the relationships you are forming, the level of participation onto platforms and building ecosystems. These form relationships and networks to accelerate your potential innovation solutions
- [the Idea to commercialization concept](https://paul4innovating.com/tag/the-idea-to-commercialization-concept/)
- [the innovation work mat](https://paul4innovating.com/tag/the-innovation-work-mat/)
- [the integrated innovation framework](https://paul4innovating.com/tag/the-integrated-innovation-framework/)
- [the interplay provides impact](https://paul4innovating.com/tag/the-interplay-provides-impact/)
- [The New Innovation Era](https://paul4innovating.com/tag/the-new-innovation-era/): We are in the middle of a new innovation era. One that builds through collaborations on platforms and ecosystem understanding
- [The Power of Global Collaborative Innovation](https://paul4innovating.com/tag/the-power-of-global-collaborative-innovation/)
- [thinking about innovation change](https://paul4innovating.com/tag/thinking-about-innovation-change/)
- [thinking innovation change](https://paul4innovating.com/tag/thinking-innovation-change/)
- [thought leadership on innovation](https://paul4innovating.com/tag/thought-leadership-on-innovation/)
- [threats to innovation](https://paul4innovating.com/tag/threats-to-innovation/)
- [three capability building platforms](https://paul4innovating.com/tag/three-capability-building-platforms/)
- [three horizon approach](https://paul4innovating.com/tag/three-horizon-approach/): The use of the three horizon model, frames and can alter the nature of the tensions and dilemmas between vision and reality and the distinction between innovations that serve to prolong the status quo and those that serve to bring the third horizon vision closer to reality. It provides a great way to frame your innovation thinking
- [three horizon framework](https://paul4innovating.com/tag/three-horizon-framework/): The use of the three horizon model, frames and can alter the nature of the tensions and dilemmas between vision and reality and the distinction between innovations that serve to prolong the status quo and those that serve to bring the third horizon vision closer to reality. It provides a great way to frame your innovation thinking
- [three horizons](https://paul4innovating.com/tag/three-horizons/): The use of the three horizon model, frames and can alter the nature of the tensions and dilemmas between vision and reality and the distinction between innovations that serve to prolong the status quo and those that serve to bring the third horizon vision closer to reality. It provides a great way to frame your innovation thinking
- [Three horizons for innovation](https://paul4innovating.com/tag/three-horizons-for-innovation/): The use of the three horizon model, frames and can alter the nature of the tensions and dilemmas between vision and reality and the distinction between innovations that serve to prolong the status quo and those that serve to bring the third horizon vision closer to reality. It provides a great way to frame your innovation thinking
- [Three Horizons Framework for Innovation](https://paul4innovating.com/tag/three-horizons-framework-for-innovation/): The use of the three horizon model, frames and can alter the nature of the tensions and dilemmas between vision and reality and the distinction between innovations that serve to prolong the status quo and those that serve to bring the third horizon vision closer to reality. It provides a great way to frame your innovation thinking
- [Tools and Methods for Innovation Management](https://paul4innovating.com/tag/tools-and-methods-for-innovation-management/)
- [top management engagement in innovation](https://paul4innovating.com/tag/top-management-engagement-in-innovation/)
- [transformation and innovation](https://paul4innovating.com/tag/transformation-and-innovation/)
- [transformational innovation](https://paul4innovating.com/tag/transformational-innovation/)
- [transforming business](https://paul4innovating.com/tag/transforming-business/)
- [trough of innovation disillusionment](https://paul4innovating.com/tag/trough-of-innovation-disillusionment/)
- [types of innovation](https://paul4innovating.com/tag/types-of-innovation/)
- [unique innovation capabilities](https://paul4innovating.com/tag/unique-innovation-capabilities/)
- [untested hypothesis](https://paul4innovating.com/tag/untested-hypothesis/)
- [value creation](https://paul4innovating.com/tag/value-creation/)
- [value creation mechanisms](https://paul4innovating.com/tag/value-creation-mechanisms/)
- [Value creative framework for innovation](https://paul4innovating.com/tag/value-creative-framework-for-innovation/)
- [value management](https://paul4innovating.com/tag/value-management/)
- [visual and mapping innovation](https://paul4innovating.com/tag/visual-and-mapping-innovation/)
- [visualizing the future](https://paul4innovating.com/tag/visualizing-the-future/)
- [wealth creation needs](https://paul4innovating.com/tag/wealth-creation-needs/)
- [well-designed innovation framework](https://paul4innovating.com/tag/well-designed-innovation-framework/)
- [Work Mat Series](https://paul4innovating.com/tag/work-mat-series/)
- [work-to-be-done](https://paul4innovating.com/tag/work-to-be-done/)
- [Yin yang of innovation](https://paul4innovating.com/tag/yin-yang-of-innovation/)
- [Sustainability](https://paul4innovating.com/tag/sustainability/)
- [front end of energy](https://paul4innovating.com/tag/front-end-of-energy/)
- [Impact and Growth](https://paul4innovating.com/tag/impact-and-growth/)
- [Structure and process](https://paul4innovating.com/tag/structure-and-process/)
- [Function and Design](https://paul4innovating.com/tag/function-and-design/)
- [innovation work mat dialogue](https://paul4innovating.com/tag/innovation-work-mat-dialogue/)
- [work mat dialogue](https://paul4innovating.com/tag/work-mat-dialogue/)
- [Ecosystem thinking](https://paul4innovating.com/tag/ecosystem-thinking/)
- [future of work](https://paul4innovating.com/tag/future-of-work/)
- [Coaching and Mentoring Innovation](https://paul4innovating.com/tag/coaching-and-mentoring-innovation/)
- [Content-rich innovation insights](https://paul4innovating.com/tag/content-rich-innovation-insights/)
- [Guiding Innovators](https://paul4innovating.com/tag/guiding-innovators/)
- [Impact & Intensity of Innovation](https://paul4innovating.com/tag/impact-intensity-of-innovation/)
- [Learning and Innovation](https://paul4innovating.com/tag/learning-and-innovation/)
- [New Innovation Era](https://paul4innovating.com/tag/new-innovation-era/)
- [Building blocks of ecosystem design](https://paul4innovating.com/tag/building-blocks-of-ecosystem-design/)
- [Cross-sector collaborations](https://paul4innovating.com/tag/cross-sector-collaborations/)
- [Cross-sector innovation ecosystem collaborations](https://paul4innovating.com/tag/cross-sector-innovation-ecosystem-collaborations/)
- [composable innovation enterprise](https://paul4innovating.com/tag/composable-innovation-enterprise/)
- [dynamic ecosystems](https://paul4innovating.com/tag/dynamic-ecosystems/)
- [Hierarchy of Ecosystem Needs](https://paul4innovating.com/tag/hierarchy-of-ecosystem-needs/)
- [Hierarchy of Business Ecosystems](https://paul4innovating.com/tag/hierarchy-of-business-ecosystems/)
- [Interconnected Business Ecosystems](https://paul4innovating.com/tag/interconnected-business-ecosystems/)
- [dynamism and knowledge](https://paul4innovating.com/tag/dynamism-and-knowledge/)
- [partner ecosystems](https://paul4innovating.com/tag/partner-ecosystems/)
- [integrated Business Ecosystems](https://paul4innovating.com/tag/integrated-business-ecosystems/)
- [Evolutionary Ecosystem thinking](https://paul4innovating.com/tag/evolutionary-ecosystem-thinking/)
- [research into ecosystems](https://paul4innovating.com/tag/research-into-ecosystems/)
- [Industrial Metaverse](https://paul4innovating.com/tag/industrial-metaverse/)
- [a new ecosystem era](https://paul4innovating.com/tag/a-new-ecosystem-era/)
- [Meta-twinning](https://paul4innovating.com/tag/meta-twinning/)
- [Ecosystem Design and Thinking](https://paul4innovating.com/tag/ecosystem-design-and-thinking/)
- [Business Ecosystem Understanding](https://paul4innovating.com/tag/business-ecosystem-understanding/)
- [Ecosytem Fresh Thinking](https://paul4innovating.com/tag/ecosytem-fresh-thinking/)
- [Interconnected Ecosystems](https://paul4innovating.com/tag/interconnected-ecosystems/)
- [Signals to Value Framing](https://paul4innovating.com/tag/signals-to-value-framing/)
- [Cross-cutting industry boundaries](https://paul4innovating.com/tag/cross-cutting-industry-boundaries/)
- [IIBE](https://paul4innovating.com/tag/iibe/)
- [mid-market firms](https://paul4innovating.com/tag/mid-market-firms/)
- [Intelligent Business Ecosystems (IIBE)](https://paul4innovating.com/tag/intelligent-business-ecosystems-iibe/): The next-generation operating logic where intelligence, collaboration and orchestration fuse to create adaptive, high-performance business systems.
- [Dynamic Business Ecosystems](https://paul4innovating.com/tag/dynamic-business-ecosystems/): How organizations shift from static models to continuously adapting systems driven by real-time sensing, learning, and dynamic capabilities.
- [Orchestration Ecosystem Operating Model](https://paul4innovating.com/tag/orchestration-ecosystem-operating-model/): The capabilities, structures and coordination mechanisms that enable ecosystem execution at scale.
- [Ecosystem Strategy, Value Creation & Growth](https://paul4innovating.com/tag/ecosystem-strategy-value-creation-growth/): Designing, evolving, and capturing new value spaces through ecosystem-driven strategies and collaborative models.
- [Collaboration, Network Effects & Shared Capacity](https://paul4innovating.com/tag/collaboration-network-effects-shared-capacity/): Unlocking speed, capability, innovation and resilience through shared resources, knowledge, and network-driven effects.
- [execution pathways and tools](https://paul4innovating.com/tag/execution-pathways-and-tools/)
- [Value Creation & Growth](https://paul4innovating.com/tag/value-creation-growth/)
- [Ecosystem Strategy](https://paul4innovating.com/tag/ecosystem-strategy/)
- [Ecosystem Diagnostics](https://paul4innovating.com/tag/ecosystem-diagnostics/)
- [Business Ecosystem Blueprint](https://paul4innovating.com/tag/business-ecosystem-blueprint/)
- [Ecosyste Strategic Evolution](https://paul4innovating.com/tag/ecosyste-strategic-evolution/)
- [Ecosystem design thinking](https://paul4innovating.com/tag/ecosystem-design-thinking/)
- [Ecosystem Evolution](https://paul4innovating.com/tag/ecosystem-evolution/)
- [dynamism of Ecosystems](https://paul4innovating.com/tag/dynamism-of-ecosystems/)
- [ecosystem strategy and growth](https://paul4innovating.com/tag/ecosystem-strategy-and-growth/)
- [Collaboration](https://paul4innovating.com/tag/collaboration/)
- [Ecosystem Strategic Evolution](https://paul4innovating.com/tag/ecosystem-strategic-evolution/)
- [Ecosystem client solutions](https://paul4innovating.com/tag/ecosystem-client-solutions/)
- [IIBE Lens](https://paul4innovating.com/tag/iibe-lens/)
- [Ecosystem Business Model framework](https://paul4innovating.com/tag/ecosystem-business-model-framework/)
- [IIBE + AI Dual Force](https://paul4innovating.com/tag/iibe-ai-dual-force/)
- [Why the IIBE Exists](https://paul4innovating.com/tag/why-the-iibe-exists/)
- [Ecosystem Architecture](https://paul4innovating.com/tag/ecosystem-architecture/)
- [Ecosystem constraints](https://paul4innovating.com/tag/ecosystem-constraints/)
- [European Innovation Council](https://paul4innovating.com/tag/european-innovation-council/)
- [Expanding Flywheels](https://paul4innovating.com/tag/expanding-flywheels/)
- [Ecosystem Intersections](https://paul4innovating.com/tag/ecosystem-intersections/)
- [healthcare technology](https://paul4innovating.com/tag/healthcare-technology/)
- [Flow to Knowledge](https://paul4innovating.com/tag/flow-to-knowledge/)
- [Ecosystem Intelligence](https://paul4innovating.com/tag/ecosystem-intelligence/)
- [Knowledge to Sustaining Value](https://paul4innovating.com/tag/knowledge-to-sustaining-value/)
- [Accounting for Ecosystems](https://paul4innovating.com/tag/accounting-for-ecosystems/)
- [Under the Hood](https://paul4innovating.com/tag/under-the-hood/)
- [Ecosystems and combustion](https://paul4innovating.com/tag/ecosystems-and-combustion/)
- [Living Bridge in Ecosystems](https://paul4innovating.com/tag/living-bridge-in-ecosystems/)
- [Ecosystem](https://paul4innovating.com/tag/ecosystem/)
- [Network Effects & Shared Capacity](https://paul4innovating.com/tag/network-effects-shared-capacity/)
- [Weak Ecosystem signals](https://paul4innovating.com/tag/weak-ecosystem-signals/)