Exploring the criteria for collaborative innovation

Collaboration discussionsThe shape of our collaboration activities has been radically changing in recent years. The combination of technology, the internet, resource constraints and opening up of innovation to the outside world has changed the shape and content of conversations.

Shaping conversations can be either intentional or through serendipity. Ideas are usually never fully formed but emerge over these conversations, from fragments that need nurturing, encouraging, aligning and developing through ongoing conversations. Often the fragments need a wider network to come together and form around.

sharpen-ideas-quicklyThe push today is the ability to sharpen the ideas quickly and move into some early testing and validation, ideally with the final customer somehow engaged and then from this ‘interaction’ the idea shapes and its final understanding deepens onto a concrete delivery. There is a growing need for more radical, out of the existing box innovation to tap into. Collaborators help here.

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The Ability to Move from the Existing to the Preferred

The Innovation PathOne of those defining extracts I came across many years back, as it is one that has shaped much of where I believe innovation needed to go, let alone where I believe it still does.

It is a pathway I want to continue to travel along and will constantly try to encourage others to equally take the walk.

I was working through a set of presentation files today and came across this extract again and thought I must share this. It ‘rings’ true as much as it did those years back.

Strategy is useless without innovation; innovation is directionless without strategy”.

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Heat-seeking innovation

I’ve been listening and watching some of the discussions coming out of the World Economic Forum and the value is worth the investment. I’ve saved the $40k that it is estimated to attend this annual event and I can certainly find the time to absorb what is being said in my own environment. Perhaps the messages are more salient because of this, I don’t know, as I’m highly unlikely to be attending this forum as you have to be invited.

So what has caught my attention is not surprising for its relevancy, to what I do and think about, around the issues of innovation and its ability to lead us out of our present adversities The one discussion that was valuable on this involved a panel that spoke at length about risks in uncertain times. It was headlined as “Leading through adversity” but focused on the uncertainty being faced and where innovation can help in reducing unfamiliar risks and giving us some clarity.

Watch the debate here http://tinyurl.com/a6lqm5h

There were lots of discussions on different types of innovation from Professor Clayton Christensen’s emerging view we have three types of 1) empowering innovation, 2) sustaining innovation and 3) efficiency innovation. Another panellist Anand Mahindra spoke of two types of Pioneering cutting edge and the “More for less” movement found in frugal innovation thinking as the two that need us all to think through. Both good contributors to where innovation needs to fit but our difficulties persist as we all do not share a common language.

The Chairperson of Bains & Company, USA Orit Gadiesh kept reminding us that fear comes in two different forms: “uncertain”- that tends to freeze us until we resolve some of that uncertainty and “unfamiliar”- where many CEO’s and organizations are presently grappling with. Both are presently “scaring us to death” to quote Clayton Christensen in dealing with the “unknowns”.

Two comments sparked a thought- one by Martin Senn, Group Chief Executive Officer, Zurich Insurance Group, Switzerland was his “interconnectivity of risk” and the other one was dealing with the new issue on the block everyone is thinking through “Market transitions” and the effects in each economy on job and wealth creations started by John Chambers, CEO & Chairman of Cisco.

Preparing for innovation for the future.

These two comments lead you to begin to think about Innovation for the future. We are going to continue to live in unpredictable times and there is an awful lot coming towards us in new business model designs that are going to radically alter the competitive landscape.

We sense entire industries are being threatened. Toppling giants send shock waves throughout the world and certainly the corridors of our business leaders.

This continued uncertainly, this dealing in the unfamiliar, this feeling of something coming from nowhere made me think of “heat-seeking innovation”.

So for a little bit of fun I took a look at some of the comparisons between heat seeking missiles and applied those to heat-seeking innovation. Ok, a little “left field” but it became interesting, so stay with me for a few moments of wanderings. Too much listening to our leaders in Davos perhaps?

Stretching your thinking around heat-seeking innovation

So, I’m stretching our thinking, ignoring much within the design of heat seeking missiles but looking at some of the commonalities surprisingly around us in different ways that we need to build into our innovation capability, building for future innovation to respond too in far more smarter ways.

Heat-seeking innovation relies on piecing together considerable data, rapidly absorbing the individual values to ‘react’ to the unfamiliar and continue to manage the constant and familiar.

Let me explain some parallels with heat-seeking missiles.  With so many new business models occurring, they are out to destroy what is already in place and part of the incumbent CEO’s role is to avoid this fate or be the one to bring the new business model to fruition. They need to ‘seek’ more and ‘risk’ more.

As the name implies heat-seeking missiles home in on the hot areas of a target, the parallel is that our innovation needs to do the same job. Home in and do the job, disrupt (destroy) the existing and gain the advantage through new business models, products and services.

Heat seeker innovation requires us all to get a whole lot smarter.

We need to get a whole lot smarter with our innovation efforts, we need to build innovation systems that are “smarter” in discriminating targets and resisting the jamming effects, internally and externally often deployed to try and influence and alter their mission. We need to use the heat map to focus in and cut out this ‘background’ clutter. We need to stay the innovation course.

Firstly we need innovation combustion

It is the amount of innovation heat, the energy feeding into the system, to quote from one article on heat seeking missiles: “the energy is in the form of a crystal lattice of vibrations that vibrate along the chain”. The more heat one omits you achieve a continuous band that raises the (innovation) temperature and increases the thrust and combustion.

All sources of energy (our people) emit the potential for innovation activity. The more you ’emit’ you achieve growing propulsion in new innovative energy so the more you vibrate (with innovation) the higher the intensity. You need to build the innovation engine that allows the energy source to propagate (our people and their ideas and actions) and champion its value and source of future growth.

Controlling the burn

Propulsion needs a controlled burn time. To get a better speed, to move organizations forward faster levels of heat-seeking innovation, there is a need to have a combination of proximity and impact infusing. Here the CEO needs to lay down all the “guidance systems”, provide the positioning of targets and issues the necessary commands (the innovation strategy aligned to corporate goals) to achieve the desired flight path. Getting close to our customers, our markets and having available core capabilities to deliver desired results does need a certain closeness and determination to infuse the parts.

There also needs to be in place optical filters which I gather for heat-seeking missiles are made up of absorption filters that have wide bandwidth (scanning and assessments) and interference filters that design down to extremely narrow bandwidths (clear innovation focus) and both require good transmittance (communications) and reflecting unwanted energy (a design of a common language and intent) instead of absorbing it.

Reject what is not relevant to getting the heat seeking innovation away (good governance and project management). In other words stop unnecessary interference which comes from our own reflection (dogma’s and mindsets) and laser in on what secures your future. Push through the “flak.”

What we need to set up is targeted directional information to accelerate this impact infusing.

So we need to ensure the following to be put into place for optimising our heat-seeking innovation (missiles) to become operative and deliver their full impact.

We need seeker types

We call these innovation scouts. These are the source for detecting new innovation, targets to zoom in on, seek out their heat and these targets allow up to home in on to defeat with countermeasures, provide the information to avoid, possible seek and destroy as threats, or rapidly learn from as these take evasive actions to improve our own innovation efforts.

We need scanning patterns and modulation

As we build our own capabilities in innovation it is the space in front of us becomes the one to scan for new targets (core, adjacent or new spaces). We need to amplify the signals (weak signals offer tomorrows innovation). The more we ‘do’ innovation, increase its frequency, the better we become at hitting the right targets more accurately.

Cooling effect

Heat-seeking missiles need to lock into increasing lower level signals and often the heat being omitted by much within the system can overpower the weak signal. We sometimes need to cool our systems to lock into these targets (portfolio pruning), especially over longer time frames and horizons (the three horizons of innovation)

Tracking

Heat seeking missiles have their seekers mounted on a gimbal. This allows the sensor to be pointed at the target while the missile might not be. Like missiles innovation cannot always be pointed at the target, we need to explore other trajectory paths, but at a given time we lock into the target (innovation value chain) and begin to control the direction innovation points in its execution and delivery. The interesting point is the gimballed seeker needs to be able to track the target independently (stay true to course) until you make that decision to lock in and fully align in the final execution.

Hitting the target

We all like to take the most direct path to the intercept, to deliver innovation. Newer missiles are smarter and use the gimballed seeker combined with what is known as a proportional guidance in order to avoid oscillation (our fear and doubts) and stay locked into the best, most efficient intercept path.

So maybe there is sufficient with heat-seeking missiles but in our approach to innovation I would argue we need to develop up a greater ‘design capacity’ for heat-seeking innovation so we can zero in on all that threatens us. We take design to a greater height, take out what is currently known and leave us with the blue sky and the dawning of a new age, simply flying into the “unfamiliar and unknowns” this debate at Davos triggered in my “time out” moment.

Why have some guys in white coats just arrived at my door?

OK, I’m returning to my innovation real world but this had some heat omitting fun for me. I need to watch for others to home in and comment on this. Time for some evasive action and drop below the visible spectrum where heat is generated, and stop emitting useless radiation and all this background clutter to return to the serious job on hand, building our organizations capabilities.

Although I do like the idea of “heat-seeking innovation”. Now let’s take the medication I’m being offered by these guys.

Putting the “R” into Innovation

Shellfish poisoning, have you ever suffered from it? There is rule that when there is not a “R” in the month you should be more careful on eating clams, oysters, mussels or scallops. Today with more commercial harvesting that risk or rule has been greatly reduced. I gather in the months of May, June, July and August- the northern hemospheres (usually) warmer months- there is higher potential where algal blooms and also in European climate, some shellfish are less palatable as oysters, for example, are spawning at this time. This raises the risk that can spread toxins and lead to a possible poisoning.

Now you might be wondering what this has got to do with innovation? Well, I’m off to Singapore for ten days in early May and I certainly will be ‘hitting’ the shell-fish buffet but really innovation is top of my agenda for this visit and one thing that I will remind people about is to focus on the “R” in innovation.

What do I mean by focusing on the “R” in innovation?

My three “R’s” are Revitalise, Renovate and Regenerate, all often ignored within innovation. How often do we push on regardless, ignoring a number of warning signs and don’t take the time to stop and take stock to see what we can shed and simply get rid of.

I wrote a piece early last year (http://bit.ly/eOuO82) about “Writing off legacy within your innovation systems” as we tend to layer on to existing systems and processes instead of taking the chance to step back and see things from the current or future perspective, we stay locked in our past learning and approaches. Well I certainly feel we all need to re-think that for shedding legacy. We also need to find those three “R’s” hidden within innovation.

Revitalise

Firstly you need to challenge your vision and where innovation is required to fit. Often by simply resetting the vision and how innovation fits within your (evolving) strategy does make a difference to everyone’s understanding of the purpose and direct from their innovation efforts. We do need to constantly change, to challenge and to revitalise on a regular basis. We need to redefine what we are wanting out of innovation and then take that fresh look at systems, processes, cultures and capabilities. We need to produce a revitalisation ‘action plan’ that restores and refreshes the ‘impact’ points that innovation can offer. Restoring the value of innovation needs to be constantly rethought at corporate and operational level.

Renovate

Organizations are constantly searching for continuous improvement; it often comes in many different guises. Innovation should equally have a clear renovation programme, no different from all the other organization activities that need improving. Putting in place a consistent industry or even cross-industry benchmarking programme, or focusing on more material enhancement, knowledge learning and seeking out changes makes significant difference in your performance, should all be part of this. We often get ‘stuck’ in our own ways of doing things and often it is only when a crisis ‘hits’ we suddenly seek difference positions but that can often be too little, too late. I think there is a need to be constant on improving innovation, we need to renovate innovation continually or we risk the case of often missing out or letting our competitors slip away and move ahead in the lead.

The other part of renovation is to review the ‘content and context’ of innovation. We need to update, modify, change, drop and merge these and that is an essential part of the renovation programme, to evaluate the content and the context constantly.

Regenerate

There are always design considerations within innovation. We need to constantly seek simplicity, motivation, involvement and improving the existing culture. We need to regenerate ourselves. Our people need to constantly upgrade their competencies and skills, they need to engage within teams, seek out diversity of opinion to stretch their own thinking and they need to form or generate new connections and deepen external relationships to learn more of what is going on in the world.

Those that stop learning are the losers and those around them feel the frustration of this. To regenerate constantly makes for a learning organization. We need to undergo spiritual, moral and physical renewal for improving our culture and climate to innovation so much more than we do, we often leave this to chance and not thoughtful design.

Innovation and Impunity

Each of the above “R’s” is vital to build into your innovation plans. So you need to make sure there is always an “R” in your innovation, not only will it be ensuring innovation remains fresher but it will also help rid you of those harmful toxins that can poison your best efforts if you did chose to ignore the “R” in innovation.

I loved one comment about eating shellfish “whether it is January or June, you can eat these plump beauties with impunity”. So let’s hope the combination of (hopefully) fresh seafood in Singapore and my worries that so many organizations  may  have forgotten to heed the “R” in innovation, does get heard by everybody who cares to listen, and I don’t suffer any punishment or unpleasant set of consequences from this.

Believe me your innovation efforts do benefit by recognizing that these three “R’s” do need to be constantly at the forefront of your innovation eating thinking. By the way, innovation with impunity sounds very intriguing.

Innovation as the means for Economic Evolution

It is suggested that economic growth is an outcome of the innovation trajectory we set. Today managing innovation is complex; often success is measured and valued by the creative destruction of others. The ability to ‘evolve’ is very determinant on the knowledge base, either within a given economy or within a ‘federation’ to bring together as something new, offering more value than what is on offer today.

The combining of the dynamics within innovations parts

Innovation is highly dynamic in its constant change but also in its needs of constant co-ordination of its parts.

I’ve been writing a lot recently on different issues that need thinking through for regaining a more sustaining innovation growth engine. Here I wanted to think out loud, about National issues that become more drags and not accelerators to innovation,  and then try to identify some of the reasons, and then finish with a personal reflection on the US versus European and some suggested actions needed for improving their innovation activity.

Often we forget to put our own innovation efforts into context, so I’d like to go up to the helicopter view here, maybe it helps us to relate better to some of the external barriers that need equal resolution, as we do often come up against these as we try to innovate within borders. Innovation cannot be contained, it needs harnessing but allowed to ‘move’ where it needs to go. Continue reading

Writing off legacy within your innovation systems

You hear constantly the need for greater speed, increased agility, and effective delivery from ideas to implementations for innovation.  Yet we still keep these organizational needs locked into those old structures, systems and processes that have been layered one on top of the other as we learnt about innovation over the years. We  often simply kept  adapting these (often badly) into the existing way we were managing innovation. Isn’t it time we addressed this growing issue of adapting, stopped the compromising and started redesigning our innovation systems from afresh with present day leading innovation practice thinking?

Managing innovation as a system is no different from managing IT for example. You get to a given point where the costs of running innovations through your existing systems continue to rise. You begin to diminish your innovation performance. Speed to market seems never to improve the way you want it too, and more importantly delivery against the identified market opportunity seemingly gets more and more compromised. The risks of cutting corners seemingly grows every day, and you under deliver on the opportunity first seen.  No wonder eventually leaders begin to question and lose confidence in their innovation abilities. The results increasingly become suboptimal.

Is there an alternative?

I believe we need to re-engineer innovation differently and more radically. Without doubt we have all learnt enormously from the evolution of innovation and its management but there is a time to rethink the whole rationale behind innovation, its systems, structure and process. Increasingly organizations are appreciating their unique but surprisingly precious few distinctive innovation capabilities that (can) set them apart. Understanding these does start giving the strategic perspective of what is core and to be protected and developed, that meet the strategic priorities, against what needs to be increasingly outsourced or relegated in management attention and support.

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