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 … Continue reading “The (Re)birth of the Architect for the Business Model Design”
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 … Continue reading “Traversing different horizons for transformational 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 … Continue reading “A new raison d’être for HRM through innovation engagement”
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 … Continue reading “Self-inflicted wounds on innovation”
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 … Continue reading “The Case for Re-engineering Your Innovation Process (part two)”
“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 … Continue reading “Innovation has layers that shear against each other.”
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 … Continue reading “Your dominating innovation design is?”
I’ve always loved this: “Appropriate adaptiveness is not a natural tension- it has to be designed.” OK, I can hear you quietly sniggering. When you are dealing with the innovation process you naturally have tension. Often if you have no tension or simply too much slack built into the process, you don’t end up in … Continue reading “Designing appropriate tension into the innovation process.”
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. … Continue reading “What makes innovation sticky?”
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 … Continue reading “Triggering Robust to Resilient for Innovation Thinking”
