The issue of “where does innovation fit?” is one of the most difficult ones to address in many organizations. It seems to fit uncomfortably for many.
At the top of our organizations they ‘require’ innovation but will often not want the potential disruption this might entail.
Yet the organization today is being challenged like never before, it has gone from managing the predictable business to responding to the unpredictable, more opportunistic and alert to change, a place innovation can fit within the need to respond to this different environment.
This is the final post in the series that has focused on the innovation work mat components
In a recent leadership study on innovation by Capgemini Consulting, one of the studies top line concerns was the lack of a well-articulated innovation strategy, and then beyond this, a lack of organizational understanding of the linkages required.
It is amazing how many organizations lack a clear innovation vision and an explicit set of statements from the Chief Executive or their designated C-Level Officer on innovation.
One great visual paints a thousand words
This visual I came across some years back, and for me, it is outstanding in providing the feedback loops that go into developing the right innovation vision. To get to a definitive end point of having an innovation vision you are faced with some complex challenges. These are well shown here. Continue reading
Recognizing its dual force
Scholars tell us that there are two natural complementary, yet contradictory forces at work within our universe. The Chinese call these ‘Yin Yang’. Yin is regarded as more passive, receptive, more outside-in, whereas Yang is more active, creative and inside-out. These are seemingly opposing forces but interconnected and interdependent, one gives rise to the other, they actually reinforce each other. Yin & yang seemingly have the following characteristics: they are opposing, yet equally rooted together; they have the power to transform each other and eventually are balanced out.
Yin Yang in Idea Management
As a good example of these opposite forces we often are required to both generate a large number of different ideas, and apply the countervailing need of selecting from among those that best can meet the organizations objectives. It is critically important to have this ‘flow and balance’ and allow it to constantly evolve. Continue reading