So where were you when this Business Design Summit was happening? Did you miss it? Well kick yourself if you are remotely interested in where innovation is evolving too. I missed going as it was a sell out fast but I watched the live streaming. So I had a more detached view but let me give you the flavor of what is bubbling up around the Business Model and its Canvas where a new (and older) generation of innovation ‘tool-smiths’ are all converging in a growing community.
In Berlin, held at the Classic Remise Berlin on 19th & 20th April 2013, around 250 people gathered around the Business Model and started to bring together the converging aspects required in any Business Models design in tools, concepts, and methodologies.
Lucky for many that were unable to attend, the wonderful thing was that the summit also was live streamed and had a dedicated hashtag of #bdsummit. I watched it and got very caught up in the event. They plan to release the presentations and I think a whole lot more from this summit in outcomes through most probably the toolbox center to build better Business Models.
This summit became the place of the innovation ‘tool-smiths’ to meet and exchange so as to begin the forging and crafting of the new tools needed for innovation. These are aimed to help us in today’s and tomorrows world where innovation is more central within business strategic thinking. Continue reading
Although we are seeing a number of cases where innovation in its structures, functions and design are evolving, we still have not achieved the mainstream recognition of innovations importance within the boardroom. In many organizations it still lacks a clearly separated ‘voice.’ Its present voice tends to be fragmented within its parts represented by the separate functions providing their narrower view of innovation.
You still have marketing, research, financial, strategic development all offering their unique views of what and where innovation can contribute. This often ‘fragmented’ approach reduces the promising breakthrough effect of innovations potential contribution.
By not having this comprehensive and cohesive viewpoint articulated at board level by a fully accountable person, the Chief Innovation Officer, innovation often stays locked up in one position or another. No one is stepping in and unlocking its full potential from a holistic viewpoint, totally responsible for innovation by structuring it, for adding real scale, giving it momentum and growing sustainability but more importantly driving it throughout the organization from the top board room perspective.
We still do not seem to understand all the linkages that make up innovation. We just continue to struggle because we don’t connect all the essential parts together. We need too. I think there are different components that when combined can form the innovation ‘glue.’
Let me suggest some that can be combined well within a broader framework I think is emerging from work I’m currently working upon and being conducted in a collaborative effort showing increasing promise.
People are the last great innovation frontier and great connectors
People are essential across all of innovation and its useful production; innovation does not work unless you have full engagement, commitment and desire from the people involved. Everything else we provide in tools, techniques and methods only enables and supports that one vital cog in the need to turn the innovation wheel, our people, and their commitment to ‘generate to innovate’.
Innovation is the last people-centric process. While many other business processes or functions have changed consistently over the decades, innovation has been placing more demands on its people than any other business process or function and as yet, we cannot automate this. We rely on engagement, on relying on people wanting to be involved, sometimes we simply just seem to hope with the lack of support or encouragement they often seem to get!
How do we make this happen? Continue reading
I keep coming back to the leadership of innovation; we need to move it from the peripheral to a more central one. This is not so much in a leader’s desire and need for innovation, which always seems well stated, but in their ability to lead it, to have it not just in their mind but in their real follow-through, in action and attitude, in their deepening engagement and involvement to it.
“Leadership for innovation can’t simply be delegated”, so tell me how many times have you heard that one? Yet it always seems to be pushed down the organization when you look a little closer. Running a day-to-day business, reacting to the events, achieving the performance to maintain the momentum, planning the future is demanding but innovation is absolutely central to sustaining and securing the future but does it really get enough of the CEO’s time? I think it should figure more in their time but how can this be achieved?
I certainly don’t envy global leaders in trying to balance all that is crowding in on them, that is making up their daily, weekly and monthly agenda’s. Something always has to give and innovation is one of those malleable parts whereas other more pressing ‘demands’ are more real, tangible and definitive and innovation gets constantly squeezed out at the top. Regretfully for many it does seem innovation ends up as important but not urgent for them to focus upon.
The management of innovation is the management of attention. Continue reading
There are a host of reasons ‘renewal’ might be needed to be explored as part of a more radical redesign of your innovation system. Today, when markets are especially tough, looking long and hard at what you have and jettisoning what you don’t need becomes essential to reposition yourself as leaner and more flexible, far more agile.
Looking to be capable in incremental innovation is simply not enough, we need to be at the same time achieving more distinctive and breakthrough innovation. This is the higher demand point that is expected from the innovation system within organizations, and regretfully this is not happening as much as it should.
There are many pressing needs why organizations have to ‘shape up’ and make some adjustments to their innovation activities. One of these is simply don’t ignore the need for looking to explore a re-engineering of the innovation process. It can really make a lasting difference to the fortunes of the organization.
Herein this second part of the case for re-engineering are some thoughts to offer and support this call for a more in-depth look at redesigning your innovation process. Continue reading
Real innovation is slowly grinding to a halt in many organizations. If the top leadership are not totally engaged in driving innovation it struggles, it grows in complexity; it gets bogged down in the internal politics of self-preservation and delivers only a ‘watered down’ end result, seen far too often to be a lasting sustaining solution, which it is plainly not. When are we going to recognize that innovation, as we have it organized within many organizations today, is failing to deliver on its promise of providing the growth expected and so often talked about by the CEO?
Larger organizations, let’s face it, are so caught up in the incremental trap. Risk mitigation rules at every level of the management of innovation, as it ‘churns’ slowly through the complex innovation process, built up over the years. If an organization is totally happy with spending all its knowledge and internal resource on providing incremental products to its customers and gets away with it, then fair enough but does it have to be so? Continue reading
Ever wondered what is on the other side of the moon when you look up towards it? Do we really need to look beyond our own horizons in our daily lives? Should we question beyond our existing horizons in how we go about innovating, to explore, to push ourselves into the unknown?
What about the other side, the darker, unknown side of the moon. Are you ever curious of what lies behind what we can see? I certainly am. Continue reading
Let me be clear, this is not my blog entry I really wish it was. It is the relevant part of a blog written by Sarah Stein Greenberg (http://ideas.economist.com/blog/design-mind) that just seemed to hit one of those ‘buttons’ that sum something up so well, and in this case, I think the best compliment is to just share it. I’ve put in what I feel are appropriate headings for ease of reading only.
It is about the power of design and interaction to make something new happen fast.
Tackling messy problems
“A pressing question for more established economies… is how to foster more entrepreneurship and innovation despite greater stability and predictability. One method that companies and individuals are adopting is design thinking—the approach of scaling or “group-sizing” the way that solo designers have always worked to enable to cross-functional teams tackle messy problems that don’t fit neatly into any one person’s job description or academic discipline.
Design thinking is one way to simulate some of the extremely dynamic conditions of an emerging economy and foster entrepreneurship in the US.
Forcing direct contact with users