Innovations Degree’s 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 it is the genius laboring away in his lab that has made the discovery that has led to real breakthroughs in innovation.

So often in the past this lack of making the invention connection has often held many of us back to become engaged in discovery, ideas or contributions as we felt discouraged, as we had felt innovation can only happen in these ‘special’ places.

Most of us became disconnected with the early part of the discovery for innovation, we simply became just the implementors, pushing the innovation through the pipeline into its final execution. That can change if we are willing and able to challenge our past assumptions. Continue reading

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Sinking the unthinkable

Innovation and the TitanicThe 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 greater strain from the shifts coming from  the multiple applications of technology, new  approaches to design and modelling as well as all the necessary engagement and touch points.

Yet we are still expecting this deluge of change occurring to happily move our innovations through those past established, often manual processes, we have presently in place. I think not.  We are deluding ourselves, that all is well.

There are such changes occurring.

Continue reading

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 Quarterly’s articles about “the global company’s challenge” (http://tinyurl.com/8yvwsrv) suggesting many issues are needed to be faced within large global organizations, you get even more of a confirmation that all is not well for innovation.

Innovation’s future seems to need some wholesale changes to take place and those innovation leaders are facing multiple dilemmas and choices that can’t be ignored for much longer.

The issue is “are the leaders of these organizations up to the challenges?”

According to McKinsey, through a fairly extensive survey overall, global organizations are struggling to adapt in many areas. A year ago, McKinsey uncovered a “globalization penalty”: high-performing global companies consistently scored lower than more locally focused ones on several dimensions of organizational health. For example, the former were less effective at establishing a shared vision, encouraging innovation, executing “on the ground,” and building relationships with governments and business partners.

Also another section of the CEB report states clearly that “the past decade of economic uncertainty made executive teams risk averse—focusing on incremental innovation to improve existing products and ensure more predictable, near-term revenue. In effect, these firms have been trading larger, higher-impact (and riskier) ideas for a greater number of smaller, more manageable (and less risky) ideas, causing incremental and next generation initiatives to dominate most innovation portfolios.  Incremental innovation still accounts for more than 80% of funded innovation initiatives

The CEB report further goes on “With weakened ideation networks, stretched management, and ineffective global working relationships, many companies are hard-pressed to restock their innovation pipeline with breakthrough ideas. Without re-establishing the necessary organizational capabilities, companies are unlikely to shift their innovation portfolio fast enough to compete and win in new markets”.

It does offer the following glimmer of hope “while daunting, the challenges are not insurmountable” but let’s think more radically in resolving these barriers.

I think we should stop the innovation bus and re-evaluate where large organizations are really going.

In both reports they indicate fundamental underlying weaknesses that are not being fully addressed that seems to me is a major constraint on innovation. Unless those on the ever-moving faster wheel don’t pause and reflect they are just going to run harder and harder for diminishing returns and growing frustration, then they are facing the road to nowhere.

I think it is time to get off the existing tread mill and really begin to think through a major re-engineering of innovation.

Four tensions need addressing but differently for each organization

In many ways I like the McKinsey suggested four tensions they put forward as needing to be addressed in their article to be overcome; in managing strategy, people, costs, and risk on a global scale. The importance of each of these four tensions will vary from company to company, depending on its particular operating model, history, and global footprint. My approach to these:

  • Firstly manage within the global innovation team differently than today. We need to bring back strategic confidence and put a different stretch into the structure that builds on trust, on exchanging, on collaborating and building a deeper ,a  more globally spread experience level that is both dispersed, yet still globally orchestrated and one that is simply not imposed and driven centrally.
  • Make people more the central asset to your accelerating innovation. Place more trust in them. Not by simply dumping more work upon them and asking them to fill in more forms for a central repository on their progress. Or equally demanding a constant feeding back, often in one way conversations but in permitting the unleashing of  the talent that does reside within and across organizations, so often buried, by giving it a higher level of trust and self-determination. This would mean a much more focused coordinating platform that exchanges on a mutual respect and value for each person’s contribution and value generating contribution. Balancing local insight, adapting global brands and tailoring the final offering to tap into local opportunities needs a different approach than we are seeing today. Stop imposing, start listening and adapting and adjusting more to what is needed in local markets not ‘driven’ from some distant point of reference that needs significant compromise to meet different market demands .
  • The huge advantage global organizations should have is simply being eroded more and more. Not just by the local more nimble competitor but more importantly by the way organizations seem to be structured in recent years. The advantage of shared infrastructures that large organizations are supposedly meant to have, does seems to me, all but eroded. You see the duplication in the system as often staggering. The myths of shared services can be often illusionary, as well as more and more complexity is layered in the system to offset and counter potential risk. The growing cost of compliance, seeking global standards and coordinating these needs constant re-evaluation, cross validation and assessment is pushing out products by turning them into just safe innovation. Often we are seeing even longer delivery-to-market time horizons with all these internal exchanges .  There is a real pressing need to release this layering-on effect and find new and different ways to speed up and become more adept and agile.
  • Reducing risk often seems the first overriding priority in many large matured organizations. Take all the risk out of innovation and all you end up with the incremental approaches we are seeing today, all too often touted as innovation breakthroughs, what rubbish. Can this change, I think it must do, as real growth demands different solutions than what is being offered today, otherwise we will just simply ‘bounce along’ in slow growth across many industries. How to manage a more diverse business portfolio in global organizations needs a different hedging policy to rebalance the risk premium with more of an adventurous exploration of innovation bets. Re-balancing infrastructures and deciding where to locate skills to support both a global business but with a greater diversity of innovation within local operations and regions is a tough challenge. Managing mind-sets and embedded thinking calls for a more radical overhaul if more breakthrough thinking is called for.

Each of these four tension points needs to be re-balanced, to be re-engineered. Innovation needs some radical re-thinking, a more ruthless review of what is working, what is holding it back.

To achieve this I feel a complete re-engineering approach to innovation is called for. Large organizations are strangling great innovation ideas at birth and slowly to death through a heavily compromised pipeline These are being replaced with lacklustre concepts that are often boring their customers and compelling them to question the value and look more and more elsewhere, for solutions that fit their needs and pockets.

Otherwise global scale will simply not matter if organizations can’t leverage the people on the ground, so as to link more specifically to the customer needs in different regions and markets and provide them with what they want.

The urgent need is to improve the organizations abilities to connect locally and adapt globally, not the other way around. Yes, you can call that reverse re-engineering in the way you are managing innovation.