“The world has never been as complex, dynamic and uncertain as it is today and the pace of change will only increase.”
We hear this consistently, our continual problem is trying to make sense of it for ourselves, we know all around us seems to constantly increase in its complexity but how are we keeping pace or at least trying too? I can’t check out of the human race just yet, can you afford too? If not then read on.
For me, I try to attempt to keep up to date by investing increasing time in acquiring a better understanding, a deeper knowledge of all the interconnected parts. As part of my job, advising others on all things swirling around innovation, I invest significant time in researching, learning and applying what I feel is important to others to understand or at least to raise their awareness.
Even if we are “time starved” we simply must try and keep moving along in this understanding and hopefully once in a while keeping ahead of the curve, or think we are!
There is one rich source of knowledge that comes from many of the larger consulting firms.
The three horizons offer us much to frame our innovating future
Following a couple of recent posts on reflecting on the three horizons methodology, firstly here and then here, I wanted to come back to where I see real value, in managing innovation into the future.
The 3H methodology enables us to look out into the future, across three different horizons that can manage the transition between short, medium and long term in our innovation activities, something often badly lacking in most organizations thinking.
It allows us to gauge the challenges, adding aspects we are beginning to gain a sense of, transitioning from one position to another. It allows us to deepen our evaluation of the innovation portfolio of activities, resources and skill sets across different delivery frames of short, medium and longer-term.
In this book, Bill outlines his distinct ways of creatively working through many of the unknowns, by framing and connecting though the Three Horizons, (3H) as his contribution to the patterning of hope for all our futures.
I draw out a lot within his thinking, experiences and approaches within the book. Some of these initial thoughts outlined here, re-affirm my own thinking and focus on the 3H, specifically for innovation and its management.
Here are some of the ‘triggers’ I connected with strongly from his book:
There is that prevailing sense that we are just managing for ‘business as usual’, leaving many increasingly uncomfortable and feeling exposed. Why?
Our businesses are not adapting fast enough to changing conditions in the market, often lagging in the competitive race to update and keep relevant.
Businesses are struggling with conflicting knowledge flows and incoming intelligence, just simply managing their talent to keep them relevant, engaged and outwardly orientated.
They need to constantly adjust and adapt to the demands and challenges within the societal conditions, environments and markets, grappling with constant shifts in consumer demand and coping with the declining natural resources and of what all of this might mean.
We are often short on foresight and certainly struggling with growing complexity.
This must be the time of year for all those innovation reports to resurface for fresh innovation thinking. Recently I went back to the OECD report (opener here. http://bit.ly/buIiv8) and began to breathe in more innovating air. Not bad from the OECD but that is one of their purposes in life I suppose. Why? A number of points stand out and using OECD summary headings, these were:
Policies need to reflect innovation as it occurs today.
We all do get stuck in repeating old ways yet the world and how it explores, experiments and investigates is constantly changing. It has become highly interactive and a multidisciplinary process with so much more need for collaboration across a diverse network of stakeholders. Although it is getting more complex to focus on performance through innovation is very much a today thing.