Often innovation succeeds or fails by the personal involvement and engagement of a ‘selected’ few- they make it happen as they are the heavyweights that have the final say.
We all need to recognize the type of innovation leadership personality within our organization, the ones we are working for, as this might help you manage the innovation work a whole lot better and attract in the resources you need.
So can you recognize the traits of your innovation leader?
Are they a front-end or back-end innovation leader? Here’s how you can begin to spot the difference.
Discovering intersections are where ideas collide, according to a theory brilliantly put together in a book some years ago by Frans Johansson called “The Medici Effect”. Johansson recommends we step into these intersections and then you can see how different thinking can meet head to head, as in this case from numerous innovation experts, to give you a deeper insight into your own innovation thinking.
I often have a habit of opening up a file on a subject when I feel it needs further exploring and jobs-to-be-done has become one of these. It is the convergence of many experts repeating sometimes their personal mantra has finally given me a growing realisation on how important this understanding of satisfying these jobs-to-be-done becomes too successful innovation.
Now this ‘light bulb’ moment of mine may not come as such a great a surprise to some of you selected few but I’d argue it might be worth reflecting upon by taking a fresh look at this ‘idea’ of jobs-to-be-done a little deeper in your thinking also. There are many who tell you we should.
The power of many innovation thinkers Continue reading