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.  Without innovation, we progressively die, as we provide no option for change, no prospects of new, different growth. So why does it continually fail to happen?

We innovators certainly need a new model of change, for at least eight important reasons I can think of, that render what we have practiced in the past as obsolete: Continue reading

Caught in the Headlights of Disruptive Innovation.

Exploding DsruptionThis 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 five days of some walking, catching up with good friends over some great meals.

The evenings playing different card games or board games, as the temperatures dropped outside to minus six centigrade, the competitive nature raised the inside temperatures significantly. All good plans sometime get disrupted.

Regretfully a few days before, I ‘pulled’ some ligaments around the knee and this rendered the walking to some pretty tame stuff but the company, food and drink seemed to compensated a little I must admit, it eased the pain.

So I had some time on my hands so I decided to go back over the whole area of disruption to get a broader understanding and how this is driving so much within our innovation activity at present.

Disruption is all around us, coming at ever-faster speeds Continue reading

Seeking fresh winds and new directions

the_winds_of_changeAnyone 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 sensation, to resist the force with all your energy.

It is often really hard to let go, the environment was something you had become used to, you accepted and become resigned to its weaknesses and constantly exploited its possibilities or even possibly the other way round.

Ignoring the power of choice within change is dangerous

Constructing a climate for any transformation is hard. Our cultures are deep-rooted; we resist those winds blowing into us “full on,” well beyond being reasonable or smart enough to avoid them before they confront us. The Chinese proverb below gives us a clear choice: “to build walls or build windmills”

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The sharks that prey are arriving a lot earlier now

The Sharks are CirclingChange 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 to re-equip ourselves for constant disruption; we are really beginning to see a shift from the classic bell curve into more of a shark fin for adopting change.

One that is characterized by sudden, even violent success or an event, some moments of brilliant dominance, followed by a dramatic change in conditions as others have spotted the same opportunity and you hit a rapid decline, the race to the bottom of competition constantly negating one another.

Market are segmenting, the life cycle is shortening or having an even longer tail of dealing with slow decline and constant erosion of any competitive position. The sharks are arriving even earlier and in a greater need to show their dominance.

market_segments

It does seem “creative destruction” is a central force in many of our activities. Activities where innovation is continually replacing not just in products and new services but in designing radically different business models, searching to replace less adaptive competitors in the marketplace at faster rates.

Adoption is far earlier, the pace of change is quickening and from this the competition is responding in new ways, often surrounding the new innovation with their version, built on often a really ‘fast follower’ principle to keep in step, and throttle off any different adoption, knowing what it costs to have to win this back over time, if it can at all when it switches. The life cycle is becoming even more important to manage in all of its stages, as its traditional shape I feel, is radically altering. It is coming faster and fading away quicker unless you manage its parts very specifically.

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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 innovation and its ‘make up’ remains a mystery to nearly all our leaders. They are more than willing to allocate responsibility down the organization, failing to recognize their pivotal role in managing or orchestrating innovation engagement themselves, or even ensuring the mechanisms are fully in place. Why is this?

Time and time again you read one report after another, about the leadership gap in innovation or issues relating to innovation disconnecting from the top of the organization. You can read reports from Booz, Allen Hamilton, Boston Consulting, the Conference Board, Harvard Business Review, IBM, A T Kearney, A D Little and many others all reporting issues and gaps in connecting innovation at the top of our organizations. Can they all be wrong, if not then why aren’t our CEO’s listening? Why are we not resolving this and only just keep reporting it?

In March of this year Capgemini Consulting and IESE issued their report called the “Innovation leadership study” and this went deeper than most into the problems. Continue reading