Deeper read or quick summary- finding the time

researching_innovation

I recently wrote a post “Delving into a complex world- helping to keep pace”.……to help us to keep pace, learn apply and adapt.

Finding time to read and extend our thinking is a real struggle and going that extra mile to read thought-leadership views can be a step to far, I know but I can’t help myself, it is part of my job and certainly for me, many are really worth it.

In that post I was recommending Deloitte and their thought leadership as a good place to visit.

Now I’m not sure how many of you actually did, so I thought in this post  to pick out specifically two great articles and make a post summary of these, as I feel both of these might be useful, as they challenge and break new ground in thinking. Continue reading

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How are you evolving the function and design for innovation?

Organizations are struggling to forge a new path that captures opportunities fast and also exploiting that increasing need of being adaptive and flexible.

They are looking at structures for their innovation activity that are taking a more agile and focused approach, wanting to push for constantly accelerating the process. New practices are emerging.

This is demanding more radical redesigns of the function, processes and structures around innovation. Innovators are being more challenged.

Against this need for new, more radical designs there still lies that underlying concern, often at the top of our organizations, on how to manage innovation risk without significant organization disruption. There is this lingering fear that pushing for more radical innovation can create significant upheaval within the organization. Innovation is being challenged by the view of “we want predictable innovation but radical enough to make sure we grow.

Innovation has to manage within this conflicting message. It is through the well-designed system, processes and function that this can happen but this needs redesigning fairly radically to adjust to today’s world of wanting innovation faster than ever.

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Struggling with the sums of our capital

Sum of all our capitalsOrganizations have been focused for far too long around the importance of financial capital. It determines and drives organizations destinies. We are caught in a constant focus upon our achieving a return on our (financial) capital as our measuring criteria. Organizations strive for improving their ROCE, RONA, IRR,  EVA and a host of other financial measures.

As Clayton Christensen has been arguing the agenda of organizations begins and ends with the “search for numbers”. I think there is a time for changing this, we need to search for the knowledge that makes-up eventually the numbers.

There has been a distant voice for some time putting forward the need to appreciate and value the other capitals sitting within organizations. Much of the discussions have been housed under the term “intellectual capital” which denotes the sum of knowledge made up and contributed by our human assets, our organizational structures and our relationships that are developed. These are the ‘capitals’ that transform into economic value through organization action. It is the financial capital that simply finances this.

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Finding our true purpose

Finding True PurposeDon’t let anyone tell you it is easy to run your own business, it is far from that. I thought I’d write about what and where it has meaning for me in this “finding our true purpose”. Here are some of my thoughts, some a little raw, others well-baked, even some half-baked!.

Running your own business is full of uncertainty, doubt and risk. Equally, though, you have a level of independence and this does permit you to respond quickly. It can offer higher degrees of flexibility, allows you to pursue what you think clients really want, not what others above you are imposing as template solutions, or their personal views. Finally, you can explore the options to deliver, as in my case,  services, in your own unique style that often work far better for clients needs.

You are not accountable to anyone, apart from the wife and the bank manager, always looking a little harder at you, that small business owner needing to deliver. In between these two ends of independence and the uncertainty from the dependence a few clients you might be relient on constantly moving the goal posts, there are quite frankly, lots of raw emotions. The best part, for me, is a growing confidence that I am operating many times in the ‘zone’ of client needs, that they require out of innovation. The downside I have to admit is there is an awful lot of hard work that needs to go into this so as to get you there.

My Business Model gets a constant bashing.

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