Fusion, Flow and Fluidity are needed in our Management Practices

We are caught in a real tug of war within much of what we do in business today; in our responses and reactions to many of the dramatic business conditions we are facing, many deteriorating or being challenged by greater global competition.

We are facing a very uncertain future if we base our actions on past practices. We need a new management model, one where we are pushing to seek increasing new knowledge.

We actually are in urgent need of a new management operating model.

A new management model where we are pushing to seek increasing ‘fusion’ but still want degree’s of separation, we are seeking out ‘flows’ through new knowledge to break down barriers that restrict new insights so as to turn these into new value creation, and we are encouraged to seek out and establish a higher ‘fluidity’ in what we do and reduce the rigidity we presently have in place in our current organizations.

There are growing concerns centered around how we need to adapt our management practices to manage in a digital world, we are grappling with the consequences and we need to find new solutions and approaches. We face issues made up of increasing information overload, coming at us at increasing speed and failing in our abilities to fully interpret this. We lack the agility and flexibility to respond to what this all means in both its implications and potential, for sensing and seizing new value creation from understanding this.

We need a new management practice to deal with our digital world. One real need is for increasing knowledge and then being equipped in interpreting this in our learning, daily routines and activities is becoming paramount to break out of a declining performance cycle.

Applying the three horizon lens to develop new management practices

If you apply the three horizon lens we need to construct management and its performance approaches differently you begin to see the pathway for change.

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Is innovation really important to you?

How can we establish Innovation as the vital link to a process of change and strategic direction options? One that lifts the debates of managing today’s business by linking it into the future and then turning this thinking into a series of plausible and coherent set of activities?

Innovation can drive change, change is required.  Without innovation, we progressively die, as we provide no option for change, no prospects of new, different growth. So why does it continually fail to happen?

We innovators certainly need a new model of change, for at least eight important reasons I can think of, that render what we have practiced in the past as obsolete: Continue reading

Taking advantage of emergence for discovery

emergence-and-discoverySo this week my research was moving around issues of complexity within innovation and I came across a great paper, written by Deborah Dougherty “Organizing for innovation in complex innovation systems”

Although she is addressing within this paper the bigger more complex social and economic challenges we are facing in healthcare, alternative energy, water scarcity, climate management, poverty and economic revitalization, she is attempting to reframe these into problem resolutions from breaking down discovery into four distinct channels. I liked this thinking.

The new innovating world we face in the 21st Century

Her opening insight is in the twenty-first century we are all requiring more reliance on social technologies that are designed to allow the different technologies to emerge and be allowed to integrate, due to the diversity and diffusion of knowledge. This is different from past practices found within organizations. Dr Dougherty points out much of what takes place today is still based on nineteenth-century practices where organizations were designed to stabilize, scale up and optimize, mostly internally, the scientific and technological knowledge into large working configurations. Continue reading