Where do you set about to intervene and begin to change the organizations ability to innovate? There are seemingly so many intervention points it can get bewildering.
The innovation environment can be made-up of how well you collaborate and network, the level of group and individual interactions, the presence and commitment of leadership towards innovation, as well as the organizational set-up and structures.
You can explore the make-up of the innovation environment in so many ways.
So what makes up the environment to innovation?
It is the culture, management and its people who have a mutual dependency. Culture can enhance or inhibit the tendencies to innovate, it certainly has a profound influence on the innovative capacity and provides the rich nutrients to nurture innovation or kill it. Culture has always been regarded as a primary determinant of innovation.
I lived for about fifteen years in Asia until a short while ago, and in the before and in the in-between period, I travelled there a lot. Participating in Asia, watching how Asia has evolved has been a real experience, that stays with you as something hugely valuable, as it partly shapes your thinking and how you look at things going on in the world. Some events today set me thinking that resulted in this blog.
It was August 3rd 2010, exactly one year ago today, I wrote one of my first blog entries for this site, entitled “the Yin and Yang of Innovation” (http://bit.ly/gXeWir) and talked about the ‘fluidness’ in innovation that makes it hard to manage. How do you get the balance right in managing the innovation activity?
I described yin yang as polar opposites or seemingly contrary forces that are interconnected and interdependent in the natural world, and how they give rise to each other in turn. Opposites thus only exist in relation to each other.
Yin and yang are bound together as parts of a mutual whole