Where do you set about to intervene and begin to change the organizations ability to innovate? There are seemingly so many intervention points it can get bewildering.
The innovation environment can be made-up of how well you collaborate and network, the level of group and individual interactions, the presence and commitment of leadership towards innovation, as well as the organizational set-up and structures.
You can explore the make-up of the innovation environment in so many ways.
So what makes up the environment to innovation?
It is the culture, management and its people who have a mutual dependency. Culture can enhance or inhibit the tendencies to innovate, it certainly has a profound influence on the innovative capacity and provides the rich nutrients to nurture innovation or kill it. Culture has always been regarded as a primary determinant of innovation.
Often you can be asked or placed in a position where you have to assess quickly the innovation capability of an organization, a unit or a team, working on an innovative concept to deliver in changing market or organizational circumstances and can they?
There are many ways to do this but when someone says “look, (and takes a long breath) it has to be really quick as we need to make some fairly swift decisions to meet some deadlines” then you can’t go and propose a three month study, or to construct an extensive questionnaire. Sometimes a real urgency needs some sharpening down within your focus.
You certainly need to be careful in accepting these assignments and ensure you set out some caveats and qualifications before you accept them.
- Caveat lector, “let the reader beware”
- Caveat emptor, “let the buyer beware”
- Caveat venditor, “let the seller beware”
Six honest men are often simply not enough. Continue reading