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 are shorter or the clock is moving faster or worse still, I am being “deflected” even more by everything “digital”.

I never seem to finish what I had intended to complete by the end of a day or week. I then get caught up in the spillover effect. Something always gets in the way, something has to give. So we make a resolution to change something to improve on this constant catch up state we find ourselves in. We all seem to be spinning faster but equally slowing down. Often our innovation activities face the same dilemma.

Innovation needs time, it needs evolution and resolution but also speeding up

Here are some thoughts for our future. The need for innovation results has sped up considerably. The belief that lean management principles will get the innovation out of the door quicker, has been one of those management adoptions that often trick us into believing we are achieving more than we actually are. Reality is, we have only been tackling part of the innovation process and the end results often remain the same – a slow process of innovation follows as lean hits organization reality, it gets caught up in internal roadblocks, countless discussions, and debates.

Certainly, in the majority of cases we have found nothing wrong at all with applying lean management, as it tends to lead to improvements in a final outcome, but does it actually speed up the process? I’m not sure it does. Leans slows down and becomes increasingly burdened by fat being layered on, further down the innovation execution process.

For me, I think the real need is in speeding up of the whole innovation process, approaching the whole innovation in a systematic way, as the only path to tread in the years ahead. We need to broaden out the whole process of rapid innovation application beyond the two current favorites of lean and design thinking. That requires it to be fully connected up and that means making the innovation process one that is fully digital, on a platform and accessible by all, those that can bring value and meaning to the process to deliver greater innovation outcomes. We need a greater innovation rapid prototype approach to the whole innovation process- test, learn, adapt, adjust, iterate, refine at speed and rapid scaling.

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We are in need of a common language for innovation

German Late Medieval (c. the 1370s) depiction of the construction of the tower.

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 evolve and become the lingua franca of all our innovation work. It needs building and constructing in conscious ways and design.

Let’s step back just for one minute, these ‘sentiments’ are fine, yet we actually do, seriously lack a common language for innovation and we should find the ways and the means to change this. It holds innovation back significantly. It can’t continue in a world of greater networking and collaboration.

Languages unites us or keeps dividing us

Language can have the power to unite us or potentially divide us. Developing a language to unite us in our innovation efforts goes some way to reduce disagreements and egos, to qualify individual interpretation or bias, often a key inhibitor that can block a team’s success. It lays in a common foundation. It builds confidence and understanding.

Once we have a common language, we can set about building and creating a more robust innovation management system. One that builds on this framework so it can relate to the relevant context, conditions, and environment for innovation, to offer within this building block, the common identity.

These identifiers can build into better understanding how to structure governance, process, and functional structures, to build a culture that is responsive as ‘they’ can identify a need for a common cause of understanding. It is in this central innovation language that becomes our clear unifying context, the enabler, and sense of personal identity with the purpose of what we are wishing to achieve.

In any common language, we need to master the understanding, the nuances and how it all fits together. We need to exploit it and extract what it can offer to enhance all the work we do in innovation. We need to appreciate always its terms, its definitions (and limitations) and the related performance values that can help to improve our performance and in our achievements of working increasingly with others.  A common understanding of our meaning to ‘innovate’ becomes an imperative. Continue reading

Making Agility Compatible For You

Learning Agility 2Is 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 the very opposite within many of our organizations and the very people employed within them. They seem rigid, inflexible and determined to stay ‘resolute’ to the established ways and routines built up over years. They love stability, it is their bedrock but equally they do need a greater fluidity to their performance and structures as well.

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Building Collective Agility for Innovation

Collective Agility PostAgility 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 accepted, to constantly challenge the current ways and push into uncomfortable territory. We suggest you seek out customer’s unmet needs, unexplored opportunities to give a new diversity to any thinking, and then we set about accelerating these ideas to fruition. Those all need abundant and constant agility.

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Facing the future or staying locked in the slow lane of the past?

Future stay in lane

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. There is this feeling today of being battered. Organizations are feeling the full force of the winds of business and global change.

Stopping, reflecting and then moving on.

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The transforming tide in digital for innovation.

Digital Discovery 2Can you imagine the CEO sitting opposite the consultant, explaining the organizations present difficulties to regain growth, 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 worry seriously about their future.

The consultant has heard this already so many time before  across many worried organizations. He looks right into the CEO’s eyes and (sort of) snarls back: “You can run but you can’t hide”. This was a famous quote attributed to Joe Louis before one of his boxing fights back in 1946.That might get a CEO’s attention! We are in a digital transformation evolution.

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