The management of human resource (HRM) needs to be replaced with the management of human creativity and ingenuity, as this is the triggering point to innovation success and delivering longer-term sustaining success.
The critical role of innovation is without question needed for the future growth, wealth creation and organisations potential survival.
Who is to drive the human change required here within our business organisations?
I believe within our human resource groups they must provide the people solution to building innovation capacity, they should contribute to providing lasting design impact and central engagement role in building innovation into the core fabric of the organisation. They become central to helping deliver, distinctive, radical, even game-changing innovation and that needs clear, distinct capabilities, capacities and competencies to be design into and innovation management system.
Last year I provided a guest post to Patrick Stähler’s Business Model Innovation blog and wanted to add this to my own site as I think it does place the focus on finding value within any business model design.
I think Patrick’s business model lends itself to this constant focus on value. Patrick runs fluidminds, based in Zürich, Switzerland. fluidminds helps its customers to think by challenging existing business rules, offer structured thinking and different perspectives on the strategy process and support the execution.
Patrick wrote his thesis about Business Model innovation in the digital age and from this emerged his unique ‘take ‘on working through the business model. Patrick has been dealing since 1997 with questions around how the web changes Business Models and how Business Model innovation should and could look in the digital economy.
fluidminds wants to create new businesses and to shape industries with business model innovation, with a large part of Patrick’s practice centered on German speaking markets but he has consulted across numerous English speaking ones as well.
So in my guest post I put forward this three point view of value. Continue reading
Innovation is in need of a significant transformation on how it is designed, developed and executed in most organizations. Traditional approaches to managing this simply need ripping up and redesigning to allow innovation to become more the central core.
In most organizations the Human Resource Management (HRM) function seems to have been far too often side-lined on shaping and influencing how innovation should be designed as a critical part of the future for the company. Many of the existing traditional HRM solutions might actually be in conflict and working against innovation actually.
If we look at the broad areas that HRM has to cover and master in organizational development today, it can, perhaps, leave little time for adding in innovation into this array of demands. You can understand that HRM has little time to master a ‘decent’ understanding of what makes up innovation, when they are grappling with so much already but they should. It might simplify or promote a rationalizing of some of the existing practices built up over considerable time as the expedient option but this is still creating a ‘lagging’ set of effects and not offering the ‘leading’ ones that innovation demands. Continue reading
Ever wondered what is on the other side of the moon when you look up towards it? Do we really need to look beyond our own horizons in our daily lives? Should we question beyond our existing horizons in how we go about innovating, to explore, to push ourselves into the unknown?
What about the other side, the darker, unknown side of the moon. Are you ever curious of what lies behind what we can see? I certainly am. Continue reading
Let me be clear, this is not my blog entry I really wish it was. It is the relevant part of a blog written by Sarah Stein Greenberg (http://ideas.economist.com/blog/design-mind) that just seemed to hit one of those ‘buttons’ that sum something up so well, and in this case, I think the best compliment is to just share it. I’ve put in what I feel are appropriate headings for ease of reading only.
It is about the power of design and interaction to make something new happen fast.
Tackling messy problems
“A pressing question for more established economies… is how to foster more entrepreneurship and innovation despite greater stability and predictability. One method that companies and individuals are adopting is design thinking—the approach of scaling or “group-sizing” the way that solo designers have always worked to enable to cross-functional teams tackle messy problems that don’t fit neatly into any one person’s job description or academic discipline.
Design thinking is one way to simulate some of the extremely dynamic conditions of an emerging economy and foster entrepreneurship in the US.
Forcing direct contact with users
A little while ago I was talking to the Marketing Director of one of the leading consumer goods companies here in Europe and we began talking around his question “where does design fit in innovation and consumer goods?”
I started this with posing the premise back “What do things really mean?” For example we need to have a clear vision of what good food means to us. We need to seek out and define a new meaning through, perhaps, design. So the question then became “how do you give meaning to things?” We innovate by making sense of these things- “People don’t buy product they buy meaning” Continue reading