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. Continue reading

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? Continue reading

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? Continue reading