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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Leaders are feeling the effects of Innovation Vertigo says GE

GE have just released their latest Global Innovation Barometer survey and they are strongly detecting “Innovation Vertigo” from the survey conducted through more than 3,000 senior business executives in 25 countries.

This ‘dizziness’ for many is being caused by a growing unease with the continuing changing dynamics of today’s business landscape and uncertainty over the path forward. This is forcing leaders to think differently about how they will achieve growth. The good news though is it does seems that many are beginning to embrace this complexity by exploring new and sometimes unexpected opportunities to innovate. Continue reading

Striking the balance for exploitation across different innovation horizons

Nobody said innovation was easy and I was reminded of that recently. Innovation can certainly be, without doubt, fairly complicated in larger organizations. What must not be forgotten is that we must manage the innovation activities across all the three horizons of innovation and that adds even more complexity.

What is ensured from this complexity is that you can expect innovation does get very entangled in balancing out the resources that are available and needed, to handle all the conflicting, competing demands placed within the innovation system. For the innovation teams involved in the multiple tasks, getting this balance right and also trying to justify further support to keep all the activities progressing on time, is tough. We need to exploit and we need to explore and those often require different mind-sets or structures.

Each of the innovation horizons can demand different management’s attention for allocation, response and focus.  Horizon one represents the company’s core businesses today, horizon two includes the rising stars of the company that will, over time, become new core businesses, whereas horizon three consists of nascent business ideas and opportunities that could be future growth engines. This link takes you to a series of discussions on the three horizons http://tinyurl.com/d97bkhh for a deeper explanation.

Dual needs are often conflicting Continue reading