This article did disturb me, it triggered a number of validations in my own mind. Once you get past the opening rant about the infamous Juicero juicer, that has now been used as an illustration of how investors funded something that automates something that you can do faster by hand.
The article opens up the doors to questioning much that is going on under the Silicon Valley umbrella. The juicer got funding of $120m from a number of blue-chip VC’s but it was not this that actually disturbs me, it was this “ant-innovation” tag the writer was attaching to (North) America.
The article goes deeper in questioning where we are in our innovation thinking. We do have a real innovation growth dilemma that we can’t lay at the door of Silicon Valley alone, it is part of the Western world’s current sickness. It has lost that ability to take a positive risk in so much, ‘kicking the can down the road’ for others to resolve, be these societal, educational, health, infrastructural or institutional reforming and so much more. All really important innovation opportunities. Continue reading →
I set out to engage 100% in innovation work, it has been quite a journey of discovery, relating and then translating the parts into solutions. I still get overwhelmed by the sheer information overload or advice that seems to be offered.
Just trying to stay your own course is tough enough but with all the diversity of views, it must be even more overwhelming for others, those who are asked to take on a role within innovation. Where and who do you turn too must be a real dilemma?
In recent years I have found I need to diversify away from one given ‘voice’ on innovation and channel this out into specialized and more focused areas of innovation activity. At present, I have SIX channels open on innovation advice or advisory service that has made my life partly more complicated but more importantly, able to separate my thinking into these parts, as they deserve a ‘deeper’ dive and/or broader exposure.
I thought I’d outline the six here in this post as the sum of the parts that contributes to the wholeContinue reading →
I continue to investigate and explore as much of the thought leadership on innovation as I can, it continually points to a change in how we approach innovation. Delivering this changing message becomes simply a cause in itself as so many are failing to recognize it as radically different from their past innovation management.
I have written about the new innovation era in 2017 made up of higher levels of needed collaboration, where platforms, ecosystems and customer experience understanding become increasingly central.
I felt I needed to provide a more dedicated perspective on these in a collaboration with my established sparing partner Jeffrey Phillips over at Ovo Innovation in our website of Ecosystems4innovators.
We do stand at the cusp of a new innovation era but where do you stand?
We need to push well beyond our existing core of (existing) innovation understanding, we actually need a new innovation institutional design that recognizes the “core” lies at the edges of discovery. Continue reading →
Boundaries seem to be continually pushed in business, nothing seemingly is standing still, yet we are faced with many things that stay caught up in simply not being changed. Something eventually has to change, there is increasing pressure. We need to jettison old ways and establish new ones. In with the new in 2017, out with the old.
I continue to read and explore as much of the thought leadership on innovation, it continually points to a change in how we approach innovation.We need to embrace this need for change.
I have written about the new innovation era in 2017 made up of higher levels of needed collaboration, where platforms, ecosystems and customer experience understanding become increasingly central. We need to push well beyond our existing core of innovation understanding, we actually need a new innovation institutional design.
“There is a profound shift taking place, relating to innovation. Increasingly we are seeing a growing dissatisfaction on the impact that innovation is having; in growth, in returns, in market and customer impact. There is a search for new solutions.
One of the implications is this growing recognition that innovation is rarely succeeding in isolation but it is growing on a more highly dependent type of complementary innovation, a collaborative network, working around this new emerging innovation to deliver a more connected, radical experience, requiring innovation ecosystem management.
This dramatic change we will all be undergoing will have a significant impact on each organization’s innovation management design as it will require new connected thinking, built upon a substantial network of collaborations and partnerships
I believe innovation has been in the need for change for some time and 2017 will be the transforming year.Continue reading →
We are facing tough challenges within the business world. To work through these we are all being asked to transform but there has to be a clear end, a return for all this energy and resources it requires, that we are being asked to spend?
How and where does innovation fit will clearly depend on this transforming effect. We are fairly clear that incremental innovation is just not cutting through to give the types of growth expected. There are many outside our existing organizations, standing impatiently at the gates, waiting to come in and take over with market breaking concepts through different business models .
We need to transform, be disrupted or certainly re-imagine and this is where knowing your ecosystem comes in.
Our existing organization needs to envisage a changing world full of disruption that calls for radical change. To meet different challenges, to be highly adaptive it needs to begin to organize around ecosystems to deliver on a vision that recognizes it has to be part of a greater collaborating network to thrive in this highly connected world.
Jeffrey Phillips of Ovo Innovation and I wrote a White Paper, we called our foundation document, on “Accelerating or inhibiting innovation – understand your role for innovation success”. You can read the full paper here
We strongly believe there is a real Innovation leadership gap
My last article “Developing talent to drive innovation” was questioning the spending of new funds on developing talent for innovation, unless the organization and its leadership is not clear on what it is specifically looking for, or how it is prepared to back their words with specific actions beyond ‘just’ new funding levels, then this might not be money well spent.
Keeping our global leaders safe, behind the barbed wire of Davos.
So the annual meeting in Davos is currently taking place. Those of us who are peering through the barbed wire trying to understand and pick up on current thinking by many of our global leaders are scratching our heads, wondering
We hope we can deepen our understanding of these trends, wanting Global leaders to turn their talking into real action and also be ready with applicable supporting solutions or at least readying ourselves for these possible changes. Our leaders do need help.
Listening and watching you do question who is actually tuned-in to the current trends or not. Oh yes, Davos is back full of conflicting signals and potential promises.
PwC have produced their annual global CEO survey (download here) and lead with this as the suggested conclusion from interviewing 1,344 CEO’s across 68 countries:
“The global economic recovery continues to be fragile, but with immediate pressures easing. CEO’s are feeling more optimistic and gradually switching from survival mode to growth mode.
As the latest PwC Annual Global CEO Survey shows, the changes they’re making within their organisations now have less to do with sheltering from economic headwinds and more to do with preparing for the future”