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..

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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

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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.

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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.

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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.

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Recognizing the conditions for changing innovation’s culture and climate

Complexity in innovation knotTackling the culture and climate that is needed to create a thriving innovation environment is complex.

In this post I can only touch on certain points to trigger that deeper examination and offer the stimulus and considerations it needs.

Within the Executive Innovation Work Mat we have seven domains or components that need bringing together to form a new integrated knot.

The aim of the work mat is to draw the senior executive into the innovation process and to support them as they think through what is required to build a more sustaining and integrated innovation understanding within the organization. Their role is a strategic one that sets the conditions and overview on innovation.

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Developing talent to drive innovation

Talent for innovation visual 1I recently participated in a survey for APQC that was looking to identify the hot topics within product development and innovation. One or two hot spots surprised me, others less so.

In the round-up of results almost two-thirds of survey respondents have placed refining the identification of customer needs and remaining competitive in terms of profit at the top of their product development agendas. I like the increasing emphasis on identifying customer needs

Among the potential research areas respondents were asked about, they felt that developing talent to drive innovation was the most important. The second one was around rapid product development: How to Move Products to Market Faster.

The one that really caught my eye was organizations have allocated the most funds to improvement in developing talent to drive innovation. This is heartening but also a worry.

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