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 preparation and as I am lucky enough to be one of the curators and hosts, I had the chance to chat with SIX terrific and highly knowledgeable people around different  subject that are dear to all our hearts, overcoming barriers and resolving many tough issues surrounding innovation.

So What Is Your #1 Question or Challenge in the next 6 to 18 months?

There is a very good chance there is an answer or a trigger into getting you closer to resolving your questions and challenges by tuning into and listening to some 28+ Innovation Experts Sharing Their Strategies and Tactics That Work.

The organizers crowdsourced the questions from their global community of 29,000+ corporate innovators, and they never imagined they would get such a huge response. The point is “Whatever challenge you’re trying to tackle right now, someone else already has figured it out. So by asking these 28 innovation experts to answer them, we clustered the questions into broader themes and then explored these in exchanges that had different depth and breadth to them that can give real value to many of the ‘burning’ questions we, as innovators, have to face.

It’s free, and you can attend on any device, from anywhere you have an internet connection. The interview talks will be available online to watch at your own convenience – there’s no strict schedule to follow.

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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 to build upon, ones for more radical innovation outcomes.

So the article “Want to Win at Business Model Innovation? Put these Four Pillars in Place” was written by Rick Waldron, ex Nike, and Intel.

He grabbed my attention with this comment early on in the article:

“ Little attention has been paid to the architecture required to stand up a sustainable, impactful new business innovation capability. Those of us battling it out in the trenches are left to learn the hard way”

I so very much relate to this central recognition that most organizations lack a solid, well thought through innovation architecture, it is one of the real reasons innovation is constantly under-delivering.

Rick points out:“Corporate innovation efforts by and large continue to fall far short of moving the needle in any significant, sustained way or of delivering on the promise of future-proofing companies against ever-increasing disruptive forces.

While a growing number of companies have begun to find some success in implementing design-centered thinking, lean innovation techniques, jobs-to-be-done analysis, and empowering employees to solve customer and internal process problems, much of the focus has been on supporting current business models – i.e., on incremental rather than game-changing innovation. But this work is merely the table stakes for staying in the current game”

The view offered in this article suggests four pillars to be put into place: 1) A Committed and Engaged Leadership, 2) A Comprehensive Innovation Strategy, 3) A Sustained Mindset Shift and 4) A Comprehensive Tool Kit.

Rick’s article just gave me the chance to go back and review my thoughts and relate his excellent suggestions and thinking into some of the work I have written about in this area. So I wanted to link them up a little more in my mind on some diverse and previous thoughts that I have written about and hopefully link them far more into yours and this article of Rick’s. Continue reading

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

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 if we base our actions on past practices. We need a new management model, one where we are pushing to seek increasing new knowledge.

We actually are in urgent need of a new management operating model.

A new management model where we are pushing to seek increasing ‘fusion’ but still want degree’s of separation, we are seeking out ‘flows’ through new knowledge to break down barriers that restrict new insights so as to turn these into new value creation, and we are encouraged to seek out and establish a higher ‘fluidity’ in what we do and reduce the rigidity we presently have in place in our current organizations.

There are growing concerns centered around how we need to adapt our management practices to manage in a digital world, we are grappling with the consequences and we need to find new solutions and approaches. We face issues made up of increasing information overload, coming at us at increasing speed and failing in our abilities to fully interpret this. We lack the agility and flexibility to respond to what this all means in both its implications and potential, for sensing and seizing new value creation from understanding this.

We need a new management practice to deal with our digital world. One real need is for increasing knowledge and then being equipped in interpreting this in our learning, daily routines and activities is becoming paramount to break out of a declining performance cycle.

Applying the three horizon lens to develop new management practices

If you apply the three horizon lens we need to construct management and its performance approaches differently you begin to see the pathway for change.

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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

Building Differentiating Capabilities for Innovation

pulling-the-levers-on-all-the-innovation-variablesWe 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 perhaps? Why, well we have the business of today, the emerging business of tomorrow and the future business that will provide a radically different set of capability building needs?

The struggle to date is that innovation remains hard to manage well; we strive to systematize it and then attempt to replicate any success we then have, so as to achieve more, yet more often than not. we do not take into account all the variables that came together for that particular winning outcome. Often this does not work on a repetitive basis as the variables that make up innovation can be different for each innovation event or activity but we can learn under a growing ‘range of’ differentiating capabilities.

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Delivering the innovation core: building capability, capacity and competency.

Building capabilities 4Each organization needs to understand its strategic resources to build continuously, so as to sustain and grow the organization; otherwise it will eventually die, starved of what is vital to sustain itself.

The resources provide the lungs that give oxygen; they need to constantly be nurtured, too breathe and pump new life into the existing.

For innovation the same applies, we need to consistently build our innovating resources, they give delivery of the healthy living cells to promote and sustain us in new value potential.

The problem is we often are not very good at maintaining our resources and innovation activity. We just simply do not sustain our efforts, we tend to allow them to drift along or become lopsided from one individual teams efforts, while the others simply ‘wallow’ Continue reading