We 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.
For my final post of the year, I went back to some of my thinking through, those around the building blocks needed in developing the core competencies for innovation that we need to have in place for realizing its true potential.
For me, the bedrock of innovation is built upon competencies, capabilities, and capacities and all these involve people as well as technology. They go hand in hand in our connected world.
Building these is the core of my own innovation offering in consulting, in advising, mentoring and coaching. My work constantly “maps” back to this essential three “C” of competencies, capabilities, and capacities.
Let me offer some thoughts that build around a framework I work through.
Each 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 →
I am always looking for innovations connections. This last week I’ve been working around some different themes that grew in interest the more I investigated them, both in their importance and messages.
I’m undertaking a rather exciting approach to describing innovation, within a collaboration venture, that gets more exhilarating and inspiring as we explore, clarify and document. Regretfully I can’t share this here at present but I certainly will when it gets to that point of ‘release’.
Some of the different areas or themes I’ve been investigating have flowed from one set of enquiries that have taken me into another and then yet another. These simply get my innovation juices flowing and really are allowing me to make so many new connections. Here is just a few of these in this last week that have emerged from some of my researching that provide a host of thoughts:
Leaders & Laggards
In this group of investigations I started in trying to gain a better perspective of the discussion of leaders and laggards and what differentiates them. Timely to these investigations has been some recent studies by Capgemini Consulting and IESE Business School with a recent leadership study “Managing Innovation: An Insider’s Perspective” Continue reading →