A light-bulb moment in Innovation Learning

Over the past few weeks, or is it months or is it even years, I have been constantly thinking through how we are learning in our innovation understanding. I have been struggling over this for a long time, looking to create a more compelling narrative and have only realized part of my ongoing difficulties was that I was coming at this the wrong way.

Firstly a narrative should be open-ended, there is no finite resolution yet to innovation understanding and secondly, it is for the intended audience to determine and relate, not the person presenting the narrative. For me, one light bulb went on.

The second light bulb moment came earlier this week. I was reading an article by Josh Bersin, called “the disruption of digital learning: ten things we have learned”. Josh is the founder of Bersin by Deloitte and this article was on one of his LinkedIn Pulse views. It actually stopped me in my tracks, it made me really think and recognize some of my recent shifts in my innovation focus was making real sense. The article alarmed me but it also ‘re-armed’ me. Continue reading

Critical intervention points of innovation peer-to-peer engagement

I’ve been reading a fair amount recently about the “lack” of innovation leadership within organizations. Where there is smoke there has to be fire I suspect, but does it need to be so?

Internal leadership of innovation suffers from exactly the same critical problem that the people working on innovation suffer from, of a lack of time and opportunity to study alternatives, as all are caught up in ‘driving’ their innovation through their internal system.

This “alternative voice” is often missing and this can so easily come through external advocacy. This is unlikely to come from the innovation consultant brought in to undertake ongoing work as that is very different, this is more critical, more specialized, even strategical supporting role, involving peer-to-peer engagement.

This peer-to-peer helps  explore those critical issues relevant to you and where your organization is. Its aim is to offer a different perspective, so as to alter opinions or build new insights, that often cannot be evaluated without considerable deflection from the daily managing innovation that is taking place in often complex and challenging situations.Yet alternatives need to be considered so knowledge can evolve. Continue reading

The value of having an innovation coach.

Behavioural coaching is big business. Having your personal coach alongside you when you are making a significant change in your role has been invaluable to many executives. Equally in having external support when someone is  either stepping up in the organization or making a significant change in their responsibilities has recognised value to that person and to the organization to manage the transition. There is significant value in employing an innovation coach in my opinion, let me explain why here.

The growth of the innovation coach

I predict innovation coaching will grow in its recognition, value and importance in 2012. Why? There is a growing sense of urgency around the need for innovation to solve our growth problems. This quest for seeking out growth and new opportunities continues to raise innovation consciousness. We all are aware part of the barriers to better innovation adoption come from our existing and constrained mental models, so when you introduce the need for greater innovation you introduce multiplicity- you get challenged more, your current framework of ‘business as usual’ gets disturbed significantly.

What is called for increasingly is a far more open mind that allows for opening up and gaining greater connectivity on a host of different levels. The more we connect, the more we see innovation potential. Continue reading