Building the Core Competencies for Innovation

Building capabilities 4For my final post of the year, I went back to some of my thinking through, those around the building blocks needed in developing the core competencies for innovation that we need to have in place for realizing its true potential.

For me, the bedrock of innovation is built upon competencies, capabilities, and capacities and all these involve people as well as technology. They go hand in hand in our connected world.

Building these is the core of my own innovation offering in consulting, in advising, mentoring and coaching. My work constantly “maps” back to this essential three “C” of competencies, capabilities, and capacities.

Let me offer some thoughts that build around a framework I work through.

I often break my explanations down on this building core competency into eight parts.

We have two levels to it. The first (or higher level) is the need for a 1) Unifying framework, 2) to gain alignment and this needs two essential aspects to be well-clarified. We need to establish 3) a working blueprint and a clear understanding of 4) the business focus orientation for innovation to reside in.

The outcomes of this top-tier framing then we can begin to construct the underlying level of 5) well-designed competencies that need to be pursued, we need to move the organization or the innovation activities into ones that are seeking out this constant alignment and this needs building 6) critical behaviours, a seeking out of 7) motivators and finally, 8) the dependencies we must have to map back and advance our core and build our innovation competencies upon.

Let me explain these a little more, they tie together. Continue reading

Making a compelling business case for an integrated innovation framework

How do we manage future discussionsAs innovation becomes a more consistent requirement rather than an occasional exercise, it must align to strategic goals and become part of the planning and execution cycle in more aligned ways.  

An increased focus on innovation as a consistent discipline requires significant reflection on what needs changing, what impact this change will have and how do we proceed to implement it. This requires senior management attention because of the significant organisational impact.

The leadership within an organisation provide the linkage into the strategy, provide the framework and set this in the context of the vision and goals needed to be achieved. You, as the innovator, seek out the synergies between strategy and innovation, between innovation and capabilities, between culture, the environment, the process, structure and routines and how it all should be governed.

The compelling value is in having an integrated innovation framework

Continue reading

I keep arguing we all need to seek out innovation alignment

Innovation needsAll too often strategy is not influencing the behaviours and outcomes around innovation, it is simply allowing them to be left to chance.

Innovation is being ‘pushed down’ the organisation for others to interpret and offer their answers. They execute to their own understanding and often the innovations end up as not strategically aligned.

That is plainly wrong, not knowing the strategic objectives it is one of the principle causes of innovation failure and requires fixing.

This poor strategic understanding creates a lack of alignment and directing innovation. If an organisation lacks top leadership engagement it becomes, for many, the reason why they seem to just simply ‘limp’ along in their innovation activity, delivering ‘simply’ incremental outcomes. The more radical innovations can never emerge if these do not have the close alignment to the Corporate vision or objectives and leadership engagement..

Continue reading

Constructing Innovation as Value Management

Innovation and ValueInnovation needs to create value, both short-term and progressively over time. It fuels the growth and fires the imagination.

Yet our innovation activities are constantly coming up short for the leaders within our organizations, who continue to remain disappointed in its final outcome to stimulate and drive the growth they want to see.

It is actually the classic “chicken and egg”. Aristotle (384–322 BC) was puzzled by the idea that there could be a first bird or egg and concluded that both the bird and egg must have always existed. Leaders need to lead and are they the chicken, they are the resource for how can the people charged with innovation can lay the ‘golden eggs’ needed, if they are incapable of laying? Or should the innovation egg come first for our leaders to become more confident and build further, believing in innovation far more?

There should be no dilemma we can’t treat innovation lightly anymore, it needs to develop its uniqueness for each of our organizations to evolve. We need both the egg and the chicken to be ‘producing’.

What I’m driving towards here is that innovation is evolving is my 1st point

Continue reading

Balancing Our Innovation Understanding

Balancing the equationRecently I have been hearing of a lot about different innovation equations that will deliver the value on the efforts you put in.

I think the activity behind all of this is actually very encouraging, it shows the current dissatisfaction with what we have and the quest for providing a formula for overcoming this ‘present state’.

I think they are all contributing to a promising future. Yet we need to consider the balance within any innovation understanding or equation to derive its real value.

Continue reading

Moving innovation into our core – Part three

Not fit for future purposeThis is the third and final part of this series on the rethinking within the management of the innovation system.

Part threeTechnology will drive innovation change.

We are in need of a different sustaining capacity, one build around innovation as its continuous core; constantly evolving, adapting, learning and adjusting, in perpetual motion.

We are heading for transformational change

Digital technology and the cloud are offering us a radically different conduit to achieve a new engagement process within our organizations. Innovation is going to be very much caught up in this transformational change.

Technology and data will be innovation’s catalyst for change.

Continue reading

One really big issue is aligning strategy and innovation, right?

Executive Work MatAchieving innovation alignment always needs clear framing.

I would argue most problems or disappointment with our innovation efforts can be attributed to a lack of alignment to the organizations strategy and/or its poor governance with our end results. Here I am suggesting a way to overcome this constant frustration.

Poor strategic alignment can be overcome by working through a comprehensive approach to addressing all areas that impact innovation. One such framework I believe can help, as explained here, through the work mat approach.

I  believe this work mat approach does moderate and organize innovation for greater alignment.  It allows for the senior management to become engaged and shape the direction as it takes a more holistic approach. The work mat contains governance as specifically part of its framing as this can do far more in driving the conditions to innovate.

The intent with developing this work mat approach has been to clearly set out that much-needed ‘greater’ strategic connection through engagement at a senior level, they drive the outcomes, they provide understanding beyond the vision to make the neccesary connections, they fuel the engine and ignite the energy that innovation needs.

Continue reading