The role Human Resources can play in Innovation and its needed Design

HR No innovation designThe management of human resource (HRM) needs to be replaced with the management of human creativity and ingenuity, as this is the triggering point to innovation success and delivering longer-term sustaining success.

The critical role of innovation is without question needed for the future growth, wealth creation and organisations potential survival.

Who is to drive the human change required here within our business organisations?

I believe within our human resource groups they must provide the people solution to building innovation capacity, they should contribute to providing lasting design impact and central engagement role in building innovation into the core fabric of the organisation. They become central to helping deliver, distinctive, radical, even game-changing innovation and that needs clear, distinct capabilities, capacities and competencies to be design into and innovation management system.

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Delving into a complex world: helping to keep pace

Complex World 1“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.

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Recognizing your type of innovation leader

Two personalities 1

Often innovation succeeds or fails by the personal involvement and engagement of a ‘selected’ few- they make it happen as they are the heavyweights that have the final say.

We all need to recognize the type of innovation leadership personality within our organization, the ones we are working for, as this might help you manage the innovation work a whole lot better and attract in the resources you need.

So can you recognize the traits of your innovation leader?

Are they a front-end or back-end innovation leader? Here’s how you can begin to spot the difference.

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Innovation is like a tropical rainforest

Innovation is like a tropical rainforest

Innovation is like a tropical rainforest

Recently I have been asked about my innovation activity ‘going forward’ and I described it like a forest needing some fresh attention. There is my need to cut down certain trees, clear away a lot of the floor covering to allow the sunlight in and permit those ‘selected innovation tree’s’ to be allowed to grow stronger.

We all have those times where we need to choose, to pursue clearer pathways we believe are better for us. To be more selective in what we do, to be more focused and hopefully achieve a better, lasting result that hopefully offers a more satisfying set of outcomes, to both clients and to ourselves.

Within this comparison I am presently making of innovation being like a forest, I really began to see so much more of a connection in what is happening around in innovation that it can be compared to understanding a tropical rainforest. There are many comparisons, let me outline some of these here.

The ecosystem within the rainforest is also needed for innovation to work effectively  

Firstly I would argue that innovation, to be managed well, needs to operate like an ecosystem, the same as a tropical rainforest. Ecosystems to flourish need to experience critical feeds, in the rainforest this is high average temperatures and significant rainfall. Well innovation to thrive needs equal attention; it needs a real focus, above average and significant attention to be well maintained.

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Leaders need to engage and drive innovation

It continues to amaze me; actually it is depressing that although our business leaders constantly confirm that innovation is in their top three priorities yet they stay stubbornly disengaged in facilitating this across their organizations, especially the larger ones. Of course I am not suggesting this is all our business leaders but I would argue innovation and its ‘make up’ remains a mystery to nearly all our leaders. They are more than willing to allocate responsibility down the organization, failing to recognize their pivotal role in managing or orchestrating innovation engagement themselves, or even ensuring the mechanisms are fully in place. Why is this?

Time and time again you read one report after another, about the leadership gap in innovation or issues relating to innovation disconnecting from the top of the organization. You can read reports from Booz, Allen Hamilton, Boston Consulting, the Conference Board, Harvard Business Review, IBM, A T Kearney, A D Little and many others all reporting issues and gaps in connecting innovation at the top of our organizations. Can they all be wrong, if not then why aren’t our CEO’s listening? Why are we not resolving this and only just keep reporting it?

In March of this year Capgemini Consulting and IESE issued their report called the “Innovation leadership study” and this went deeper than most into the problems. Continue reading

The long and winding road we travel in the name of innovation

Innovation is a long hard and tough journey. Regretfully we do ourselves no favours in not having a common language, a repository of proven techniques and methodologies. We often continue to layer on to the existing often failing to consolidate and validate. I get frustrated as you look around there are most of the answers but not the ‘attention span’ or the real incentive to go and properly learn it, to master it. We lack discipline in innovation although that might sound counter to the way innovation is often presented. The art of innovation needs to be broken out of the science that needs to be applied………

This was how I started in a reply to an email sent by Ralph-Christian Ohr (@ralph_ohr). He was commenting on my recent series on the Three Horizon framework, I had collated and sent this to him and Tim Kastelle (@timkastelle) to comment upon. This had been updated recently and published in the site of www.innovationexcellence.com over five days recently. Ralph clearly caught me in a reflective mood when I replied.

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A new raison d’être for HRM through Innovation

Innovation is in need of a significant transformation on how it is designed, developed and executed in most organizations. Traditional approaches to managing this simply need ripping up and redesigning to allow innovation to become more the central core.

In most organizations the Human Resource Management (HRM) function seems to have been far too often side-lined on shaping and influencing how innovation should be designed as a critical part of the future for the company. Many of the existing traditional HRM solutions might actually be in conflict and working against innovation actually.

If we look at the broad areas that HRM has to cover and master in organizational development today, it can, perhaps, leave little time for adding in innovation into this array of demands. You can understand that HRM has little time to master a ‘decent’ understanding of what makes up innovation, when they are grappling with so much already but they should. It might simplify or promote a rationalizing of some of the existing practices built up over considerable time as the expedient option but this is still creating a ‘lagging’ set of effects and not offering the ‘leading’ ones that innovation demands. Continue reading

The essential innovation vision

In a recent leadership study on innovation by Capgemini Consulting, one of the studies top line concerns was the lack of a well-articulated innovation strategy, and then beyond this, a lack of organizational understanding of the linkages required.

It is amazing how many organizations lack a clear innovation vision and an explicit set of statements from the Chief Executive or their designated C-Level Officer on innovation.

One great visual paints a thousand words

This visual I came across some years back, and for me, it is outstanding in providing the feedback loops that go into developing the right innovation vision. To get to a definitive end point of having an innovation vision you are faced with some complex challenges. These are well shown here. Continue reading